Vinyl records have certainly made a comeback over the last several years and now account for over a Billion dollars a year in sales. New Vinyl factories are being built to handle the large surge in demand and more are jumping into the vinyl collecting community every day.
My dad had a massive Vinyl collection, probably over 400 albums at its largest. It was a big part of my music history growing up and if you’ve been following the show for a while, you know that I started my own collection at the end of 2021. There are several things that we can take away from vinyl to apply and model in our own leadership walk.
The vinyl itself blows my mind when I think about it. Despite all the different widths and thicknesses that you can find them in, records are all the same – a round vinyl disc. The vinyl is carved with grooves and those grooves are read into unique music by the needle and speaker. That means that every song that has ever been made or will ever be made in the future is already on the disc – it’s just a matter of carving it out.
Much in the same way, there is greatness in you as well just waiting to be carved out as you strive for your fullest potential. There are many ways that you carve out your unique songs and stories along your leadership journey.
Life experiences that refine your character
Learning new skills by doing them over time
Continuing your personal and professional knowledge through training, classes, and even podcasts like this one
Interactions, both good and bad, with co-workers, family members, and others
Run at your own pace
Vinyl usually plays at one of three different speeds (33 1/3 RPM, 45 RPM, or 78 RPM) The grooves are cut into the record at this speed and typically impact the sound quality depending on the quality of the cut. When you play a record at a speed that it’s not meant to be played at it either sounds like Alvin and the Chipmunks if it’s too fast or an octave-lowered slow jam if it’s too slow. It’s certainly not how you want to enjoy your music.
Be authentic by going at the pace that you were made for and carrying yourself in a that is true to who you are. You’ve seen it before – a person trying so hard to be something different that they are and struggling as a result (See shows: Don’t try too hard #136 & Promote yourself the right way #159) Stay in your proverbial groove so that you are playing your song in a way that attracts others.
They require care and maintenance
Neha and I have talked before about the process of maintaining our records. Her husband is a little more meticulous than I am, but I am mindful to keep mine in good shape so that will hold its value for a long time to come. The maintenance can be intimidating at first though. I remember when I got my record player in the mail, it came with white cloth gloves to assemble it. That instantly made me know that I had to be extra careful! There are brushes, sprays, and washes to keep everything nice and clean, you also have to be mindful of how you store them as well.
Isn’t it the same way as we attempt to take care of ourselves?
It can be quite intimidating and so much easier to put off for tomorrow, but we’ve talked many times about how time is the worst enemy that you will ever face in leadership and in life. Sure putting care off today, may not be bad but a day can easily lead to a week and then a month on to a year. Here are some shows and resources to help you stay on top of your personal care:
Take care of yourself so that you will play well today and years from now. No one likes a warped or broken record.
No matter whether you are working on your EP or your double-length LP, remember to keep refining yourself as you discover those next big hits, find and stay in the groove that’s right for you and take care of yourself. You’ll be setting yourself up for long-term success both at work and at home.
I think all good leaders deal with guilt on occasion in their leadership and life walk. It shows that they have at least a decent moral compass, and while carrying guilt certainly is not fun and can impede your long-term effectiveness if it lingers, working through guilt can be a positive leadership exercise.
Guilt from all directions
Guilt can come from all directions in your life. Friends, family, co-workers and even you yourself can be an area that you feel guilt around. Guilt, at its core, is a feeling of sadness or unhappiness. You feel sad about how you treated or interacted with someone. Maybe you are unhappy with yourself for not connecting with someone close to you for a long time. Some common areas for guilt to manifest are around
Prioritizing between work/academic life and your personal life
Saying something or acting in a way that is hurtful to others
A feeling of letting someone down
Acting in a way that is contrary to your moral compass
Failing to meet your own high standards
Moving past the guilt
Think about the times that you felt guilty and later resolved the situation. It’s likely that you felt a proverbial burden lift from your shoulders. The result is that you positively impacted your own well-being and likely had at least a slightly positive impact on someone else’s well-being too. Here are some steps to take to help you begin to move past your guilt.
1. Think about the origin of the guilt that you are feeling. Where is it coming from? Could it be from making a choice in competing priorities or somewhere else? Is the guilt based on reality or a story that you are telling yourself?
2. Hindsight can impact how you feel guilt based on information that you learned after the situation. Acknowledge that at the time, you made what you thought was the best decision or option.
3. Take ownership of how the decision or situation impacted others. Determine what you have ownership and control over to take action.
4. Connect with team members, family, or friends and sincerely apologize. This is a critical conversation as approaching the other party with authenticity and empathy can go a long way in the right direction while coming in confrontation or defensive will only set you back further.
5. Sometimes the other person will refuse to forgive you. This gives them quite a bit of power in the dynamic of the relationship….if you let it. Be ok with their position. You can only control how you act and react and have no control over the other person’s stance.
6. No matter how it turns out, be proud that you took steps in seeking reconciliation and that you learned from the situation.
Avoiding guilt should not be the goal
When I started to get back on track with my personal health, I began taking mindful cooldown exercises after a workout. At the end of one of those sessions, the instructor had us sit down and quiet our thoughts. He then had us think about the things that were occupying too much time in our minds that day. Once we did, we then mentally acknowledged it and then let the thought go.
It really stuck with me, as I thought about those situations that were taking up too much real estate in my head at the time. I pictured it almost like a train station. The thought comes pulling into the station, you wave at it, and then off it goes. It was a powerful exercise for me to gain awareness of just how much certain interactions and thoughts were holding me back.
The point is not to bother trying to avoid guilt. It’s inevitable. Instead recognize it in yourself, acknowledge it and move on. Guilt can actually be a good place to visit as you grow as a leader and person. It allows you to keep yourself accountable and learn from mistakes and circumstances. Living in guilt, on the other hand, is not healthy and can end up destroying your effectiveness as a leader and significantly impact your quality of life.
Most leaders are harder on themselves than others. Think through the topic or situation that involves the guilt that you carry. If someone else was in the same circumstance would you judge them the same way? Remember that it’s ok to feel guilt and learn from it but in order to be your most effective you have to learn from it, put the work in to resolve it to the best of your ability, and then let go of the rest.
This was Max Dickins asked himself as he thought about proposing to his girlfriend and realized that he didn’t have any close friends that she could ask to be his best man. Max considers himself to be an outgoing guy with decent manners, but as he began to go through his contacts he realized that he had plenty of colleagues, acquaintances, and work friends, but no close personal friends. He also realized that he was using his girlfriend’s social network as they all hung out together.
Maybe you are a little like Max. Your work is the main social connection and any connections to others in your personal are really due to other people’s friends. Perhaps you don’t have close friends that are truly your own.
Hope’s not lost! Today we continue with our tips to help fuel your friendships. (See part 1 here)
A good cadence of connection has always been my life raft when it comes to close friendships. All the other tips are easier to do when there is a good rhythm in place. I’ve also found that when that rhythm gets off, everything else is harder to do as well, action takes more action, time takes more time, etc.
What that cadence looks like is all up to you and your friend to decide. Mine have looked quite different depending on the person, the shared connection, and life stage. Some included
Meeting twice a month to train for a team adventure race
Attending a weekly Men’s Accountability group
Going on twice-weekly rucks with friends
Weekly band practice
Quarterly lunches together
Other activities that keep a good cadence:
Monthly outdoor activities
Fun group chats
There are so many ways to connect and ingrain a good cadence of connection with the other person.
What your friendship becomes is only limited by your imagination. Yes, they can make great accountability partners (EP 191 How an accountability partner can help you on your journey) But can your friendship be more? I know couples that are close friends with each other that go on vacation together and help raise all their children together. Another one gave a kidney to his friend. A different pair go speaking engagements together.
Sometimes we think of friendships as that ultimate cheerleader, cheering us on from the sidelines as we triumph and encouraging us when we struggle. Your imagination will keep you out of that dynamic and you are an active part of each other’s lives.
All the things before this one; Time, Situational Awareness, Action, Cadence, and imagination are all great…. but no one is perfect. You can’t live up to all of those expectations and nor will your friend.
Grace is a true gift that you should freely give to close friends. It may be easy to write off someone you don’t know very well when an interaction goes south. Your close friends shouldn’t be that dispensable. They are worth your forgiveness and grace. You can show them grace by:
Letting go of grudges, jealousy, and slights against you
Extend your hospitality to them and those close to them
Be flexible with each other and remember that sometimes the seasons in your life will dictate a change in the dynamic of the friendship. Be graceful with each other as your friendship flexes during those times.
The story about Max is what led him to do a lot of research specifically about Men and friendship, and wrote a book called: Billy No-Mates: How I realized Men Have a Friendship Problem. Max sums up his advice for growing friendships as, “Show up when you’re asked. Go first when you are not asked, and keep going even when it’s hard.” He ended up with two people in the best man role by the time his wedding came around.
Gain and nurture your close friendships. They’ll be there when you need someone the most.
I can honestly say that I have been blessed with some amazing friendships over the years. My closest friends have been there to celebrate the great times and to support me during the hardest times of my life.
Great friendships always bring out the best in you and the other person. They are the funniest, generous, and caring, in their own way, with those friends that they are closest with. Here are some tips to fuel great relationships.
The first step could be the most powerful and likely the largest hurdle to any friendship; time. Friendship takes time and for many adults, time can be in short supply, especially without good time management skills.
In order to build a friendship that lasts, it takes a time investment. One study estimates that it takes 40-60 hours with someone to turn that person from an acquaintance to a casual friend. Invest a total of 80-100 hours to elevate the casual friendship into something else.
The time gate is also the reason you find many of your friendships where you spend lots of time anyway like, work, school, church, and extracurricular activities. Sometimes that time investment is over a long period of time, think about someone you may see during your extracurricular activity (softball, soccer, volunteer, etc) vs someone that you became fast friends with because of life circumstances.
If you want impactful friendships and relationships it will take some kind of time investment on your part.
Typically as you get older, your social circles begin to settle and tighten. Routines aren’t a bad thing and you are actually being exposed to more future friendships than you may realize.
Fueling new friendships takes paying attention to your environment and discovering new friendships in unexpected ways. It’s now a normal occurrence to hear stories of people becoming friends in online games and becoming best friends in real life. Look in the online forums that you frequent. Who have you bumped into while on your errands and out and about in your town? Perhaps there is someone in a different department at work that you find interesting. There are lots of places that are in your normal routines for that next friend.
Neha is a great example of that for me. We initially met a few years ago as we volunteered at the Atlanta Chapter of the Association for Talent Development. At first, that time investment was slow, but it sped up as we got to know each other more and discovered several shared interests. Now she’s celebrating a year and a half as our podcast co-host.
Don’t limit your situational awareness to just new connections. Look around at some people who perhaps have entered your circle of influence for a little while now. What connection may be good to take to the next level?
Time and awareness hold little value if you don’t take action to advance the friendship. Action does take a dose of courage. You need to be willing to step out of your comfort zone at times to put yourself out there for the other person. The beginning stages of a strong friendship can seem a bit like dating. You see something in a person and you may need to step out to make a connection to get things started.
Not all action is created equal at the beginning of a friendship. Some may just easily happen with a little extra effort. I’ve made lots of friends by being paired up with people in both military and civilian training environments. The action hurdle is lowered when you are together morning, noon, and night.
Outside of time, action may be the hardest part of keeping a strong friendship going. Friendship can be work. It takes thought, intentionality, and effort. All that effort may seem hard or discouraging, but remember the joy and connectedness that you, and the other person, experience as a result.
Friendships won’t grow without action, and that’s ok for a large population that you encounter. Nurture those relationships that you want to have in your personal and professional life. The benefits of friendships include:
A stronger sense of purpose and belonging
Reduced stress and increased happiness
Higher self-confidence and self-worth
Support systems during challenging times
Guardrails during major life choices
Bonus Tip – Reconnection
Perhaps you’ve had strong relationships in the past and for whatever reason, you both drifted away. This is a natural part of life and is a natural conclusion for some friendships as the dynamics between the two change. Other times there is an opportunity to reignite those friendships.
A years-long pandemic certainly impacted many relationships across the world. I was not immune to this and found many of my friends that I used to spend my time with were not as close anymore, because of the isolation caused by the heights of COVID-19. I would encourage you to not give up on those relationships if you feel like there is still value in the friendship. Reinvest some time, and take action to re-engage.
Next week, we’ll continue to look at the ways to fuel your friendships by talking through grace, imagination, and cadence.
Have you thought to yourself or said to someone else, “I just need to get out and do something?” I know I do at times! Micro-adventures are a great way to get away, reset, let go of some stress, and learn a little along the way.
While there is a lot of value in those big getaways and moments you’ve saved up for or have been working or training towards, micro-adventures are a great way to keep the benefits of going out and discovering new things a part of your regular schedule.
Small impact on your wallet
One of the great advantages of micro-adventures is that they can have a very minimal impact on your wallet. Sometimes we get hung up in creating these epic, memories-of-a-lifetime, adventures. Don’t get me wrong those are great and have their place as well. I’ll always remember my time going hang-gliding over the Appalachian mountains or scuba diving in the Georgia Aquarium, but we shouldn’t rely on those big tent pole moments and have boring lives in between.
Look for new adventures in your surrounding city that can be a good getaway for you and friends/family members. A few places to look to get you started may include:
Local parks, nature areas, and reserves
Low costs adventures like letterboxing and geocaching
Check your local community calendars for events
Visit area museums and historic places
One of the reasons that my wife and I fell in love with the city of Atlanta, is that we are regularly going on adventures to that explore the city’s culture. Some of my favorite adventures that we’ve been on this past year include a record store crawl, hitting all the major stores and many lesser known stores in a day. We visited a major outdoor art festival and purchased some local art. We’ve also attended many musical events. Our goal is to see a show at every established music venue in the city.
Get creative and find some new ways to go on a micro-adventure.
A great way to relieve stress
No doubt that your work/school life and personal life stack up. Sometimes stress builds up because of a large work project or deadlines and other times stress can build up due to drama or other factors in your personal life. What’s worse is when those seasons from both aspects of your life collide at the same time!
Micro-adventures are a great outlet to get out of your normal routine and give yourself some much-deserved stress relief. The key to helping these small adventures have an impact is in how you approach them. I typically leave all the junk that I am dealing with back at the proverbial door or parking lot. if you choose to bring your baggage with you, you’ll certainly not be as engaged or have as much fun on your outing and the stress relief benefit could very well go out the window.
Be mindful to be fully engaged in your adventure. Fully take in this new experience that you have gifted yourself with. Remember that you can always pick up the baggage once you are done, (or not) but it’s your choice whether it goes with you on not.
Micro-adventures can be a great learning opportunity
Sometimes intentional, and other times by happenstance, it seems like I’m always learning something new on my own micro-adventures. On a recent hike up a local mountain with my cub scout group (Which only cost me $5 to do), we had so many learning moments. My wife has a plant identifier app on her where we learned that grapes grew at the top of the mountain. We learned from our scouts what they had been doing over the recent school break and once we descended, we lucked out and got to experience a war re-enactment. The kids got a chance to ask questions about the time and how the area was different at the time of the battle.
I’ve heard people share great stories in record shops, learned about the history of the community in museums and festivals, and got a better understanding of my city during the many racing events that I’ve done.
Be on the lookout for those teachable moments as you go on your own adventures. Some will be obvious based on the experience that you choose, while others will be much more subtle. What looks interesting around you? Who looks interesting to you? Take your time and soak up the environment around you. There are likely many learning opportunities all around you just waiting to be noticed.
Micro-adventures can be that bright spot you have during those rough times, or something great to look forward to in the good times. Be intentional to set aside time to break out of your normal routine and explore your local area. You’ll be glad that you did and you may just pick up something along the way that makes you a better leader.
Being suddenly thrown under the proverbial bus is one of the worst feelings there is in a working relationship. It’s the sense of being betrayed by someone that you likely had some level of trust built with for their own gain. Perhaps you were blamed for something that you didn’t do, or they broke your confidence to share sensitive info, or perhaps they embarrassed you in front of others to make themselves look better. Whatever the reason, you’ve likely experienced it a time or two or you will most certainly experience it as you continue your professional journey.
You’ve been thrown under the bus, now what?
The thing about being thrown under the bus is that it always comes unexpectedly and suddenly. Perhaps you align with your work partner only for them to say that they totally disagree with your position after reading the room. That initial sting can send you swirling in many different mental directions at one time.
In the moment:
Let your EQ save you: This is another great work example where a strong EQ (EQ series starting at Ep 145) will swoop in and save you from any further damage. Do your best to instantly react, especially in a public setting. Let the emotions wash through you and then begin to react in a way that reflects well on you. In some situations, you may only have a few seconds while other times, you’ll have more than enough time.
Save face by taking the high road. It’s ok to say that whatever the other person said or did was a surprise to you and that you need some time to process and reflect. Offering the take the conversation offline in a meeting environment can take the heat off for now and keep the meeting moving forward as well.
After the incident:
Accept that this has happened and move forward: It can be hard to obsess about the incident… besides, you’ve likely been wronged and it can feel very personal as you continue to unpack in your mind how everything unfolded. At the end of the day, there is nothing that can be done to take the incident back. It happened. Mentally acknowledge that it happened, remind yourself that it does not lower the value that you see in yourself as a person, and begin to move to the next steps for closure and growth.
Get to the truth and root of the incident: Instead, of trying to find solace and validation with others, approach the other person who threw you under the bus after the incident and ask what happened. It’s fair for you to seek clarity and understanding of the reasoning behind their decision. Be mentally prepared because this conversation can go many different ways:
They may reveal their true colors and were never an ally to begin with
They may have acted impulsively and are regretful
They may not have the self-awareness to even realize what they did was wrong and hurtful
Don’t retaliate: It may be tempting to volley back resentment and anger or even worse, plot your revenge against the other person. Remember your values (EP 357 EP 358) and avoid this at all costs. You’ll have more productive ways to deal with the person based on the things that you learned from the experience.
Learn and grow from the experience
The shock of a break in trust can be difficult to overcome, in fact, it’s one of our highest searched subjects on the internet. Trust is certainly one of the lessons that I learn during the times that someone has thrown me under the bus – specifically how far my trust can go with the other person going forward. I would rarely fully write the person off, but I certainly reframed the relationship and became much more mindful of what I said or did around the person.
I’ve had others share with me that the lesson that they learned is that they trusted others too much. While I get where the person is coming from with this kind of statement, my experience has shown me that that kind of attitude and become the building block to a fundamental change in their leadership behavior in a negative way. You can’t stop trusting others because you’ve been burned.
Another way to gain insight from being thrown under the bus is to reflect back and understand some of the behaviors that may have been indicators that the person was capable of what they did. Some of those include:
Trying to take credit for things that they did not do
A lack of reciprocating information about themselves
A lack of showing vulnerability in their role
Statements like “It’s not personal”
Being thrown under the bus is never fun and can really hurt, especially if it comes from a friend or close colleague. Represent yourself well during the stinging moment, seek clarity, learn from the incident and move forward. You’ll build a character trait that will serve you well as you continue on your professional journey.
Storytelling is an art that a great leader and speaker know about. There’s a reason why you remember the illustrations that others share in their presentation and how you’ll often remember the stories and analogies from a minister’s sermon before you recall the points of the message itself. People love stories!
I certainly leverage the power of storytelling in my own leadership. Being a good storyteller helps you get your message across, become more memorable to others and raise your influence level across the team. We’ve previously talked about the types of stories (EP 124) that you should have at the ready. Today, we’ll look at 4 elements that make a great story.
Stories don’t have to be long and elaborate
I’ve certainly been known to dial in a little bit of exaggeration or emphasis in a story to drive a point home or to land a punchline. Stories don’t have to be incredibly long, in fact, shorter stories are typically more memorable. Here’s an example of a story that Mike talks about in our book recommendation shows:
Two friends started a computer company. One person was a brilliant engineer, and the other had a passion for marketing and design. Together, the two Steves created Apple in Steve Jobs’s garage where he lived with his parents. Together, they revolutionized the industry and made computers easy to use for the average person. Later, Jobs was kicked out of his own company after a failed boardroom coup. A decade later he came back to pull the organization back from the brink of bankruptcy and made it into the organization that many millions love today. In 2022, the brand founded by two guys in a dad’s garage became the first U.S. company to be valued at $3 trillion.
117 words are all it took to share the story of Apple and it includes all four elements of a great story.
It needs Structure
There are some great stories out there that have been buried by a meandering storyteller. Maybe you know a person like this; they just seem to go on-an-on with an illustration or example and the story never really ends. There is a great episode of The Office where their branch manager Micheal (ep 289) finally has a great story to share and he just kills it by dragging it on and on until people lose interest.
All great stories have one thing in common: they have a beginning, middle, and end. The beginning sets the stage – It’s the backdrop of the situation and introduction to the characters. The middle shines a spotlight on the conflict or obstacles and the end resolves the conflict or shares what the outcome was.
Think about the stories that you want to share with others and visualize how the story plays out. Does it contain a definitive beginning middle and end? If so then you are already well on your way to a potentially memorable story.
It should have Characters
Speaking of The Office, one of the main reasons that people love that show (or really any show) is because of the characters. They are memorable and unique, and oftentimes we can see a little bit of ourselves in those characters that we love the most.
There are times when the concept of your story may be more abstract. Perhaps you are trying to capture your Mission, Vision, and Values. These abstract ideas can be embedded in your stories but the people or characters are the ones carrying the message. When I worked on a project where a company was relaunching its Values, we created videos where the executives came in and shared stories of what that particular Value meant to them or how they’ve seen it played out in the organization. We almost exclusively used the power of characters and stories to convey the message of the Values to those associates.
There needs to be Conflict
People love good conflict in stories. It’s what keeps people engaged as they wait to hear what is next. Remember conflict doesn’t always have to be physical or violent. Other areas to think about in conflict include:
Time – a natural enemy to all people!
A breakdown in resources or communications
An unexpected twist to a well-thought-out plan
Nature or other physical barriers
Society or government
There are conflicts going on around you on a daily basis and it’s very likely that the basis for your story may have more than one conflict. Choose and highlight the one that best accentuates the point that you are trying to make to keep people focused and engaged.
It needs Resolution
Every story needs to end. Give your story some closure. What was the point or lesson learned that you want to share? People enjoy hearing how someone overcame the odds or obstacles and to understand how the person or situation was transformed as a result.
In many business-related stories, the story simply wraps up with a solution to the problem or conflict at hand.
Craft great stories that include all the elements above. Practice and refine them with friends and family and then add them to your proverbial roll-a-dex to pull out at the right time in the future. There is quite a bit of power in storytelling as a communication tool and relationship builder. Tell a compelling story that pulls people in and inspires them.
Living your personal values leads you to live an authentic life that you will enjoy and be proud of, but it certainly isn’t always easy. I’ve had to let some great professional opportunities, old friends, and other valuable things go because they didn’t, or no longer, aligned with my values.
Today we’ll all look at three areas to consider as you think about your own personal values and how you can leverage them to be a great leader in your own personal life journey.
Understand what your personal Values are
When you live out your values at home and in your community, you have a strong sense of those qualities, behaviors, and beliefs that are truly important to you. It’s not uncommon to have a lack of clarity in our own values. Perhaps you’ve never really thought about it, or perhaps they are very broad – think “respect, kind, friendly” If you think about corporate Values, the best are short and to the point but they cover a very specific position. (Instead of the general term Justice, they may have Embrace Accountability) That focus helps you create a strong moral compass to latch on to.
If you need assistance in narrowing down those behaviors and traits that are important to you do this exercise over a week. Take time to write down a few things that:
Made you feel good or gave you a sense of satisfaction
Made you sad or gave you pause or regret
What others did that you admired or inspired you
What others did that you would not want to emulate
Made you feel useful, impactful, or valuable
This list should naturally bubble up some themes for you of behaviors, traits, and aspects that you are drawn towards as well as those things that you don’t want to be associated with. Now take those themes a step further and think about the root of those behaviors. You likely just found some of your personal values. Write them out and don’t limit them to just a word or two if you need more. Mine are more statements that a single word that you’ll find in many organizations. Some of mine include:
Put others above yourself
Embrace accountability in what you commit to
Do what’s right for others even when it’s difficult
Leverage your Values in your decisions
Your personal values drive should drive a lot of your decision-making. They help you in deciding what kind of job to take, what company to work for, who you befriend, what kind of content you consume, and more. Your values influence the small decisions throughout the day, (Who you follow online, how you spend your breaks, etc) and the big ones (Your long-term companion, how and where you invest your money, etc) to really everything in between.
When you get to those decisions that don’t seem easy – maybe they are complex, or really large in impact – Take a moment to pause and ask yourself how they align with your Values. Is this a good match? Is this what I want to be associated with?
You can probably recall a circumstance where you felt remorse or regret because you made a choice that was not consistent with your values. Don’t beat yourself up too much about it, it happens to all of us. Instead, learn from it and keep moving forward.
Check in to ensure that those you associate with are still aligned
Similar to our show Can you turn into a bad boss? (EP 348) It’s rare to make up one morning and decide to ditch all of your morals suddenly. What can happen though is a slow drift away from your internal values until a person finds themselves aligned with things that they never thought that they would be. There are many ways that the groups, associations, and people that you know can pull you away from your values without you knowing until it’s too late.
Mob mentality – The act of neglecting a person’s own feelings, instincts, and logic to adopt the behavior and actions around them.
Political groups – Groups that change their agenda as time passes. You may have been aligned at some point, but like mob mentality, become loyal to the group so much so that it overrides your own individual sense of values.
Friends – People are always changing and life events only compound those changes. Are the friends that you associate yourself with still adding value to them or have they become toxic to your well-being?
What are you consuming? – The internet is an echo chamber of its own making with many apps and sites pushing and nudging your content based on what you take an initial interest in. Be aware of the technological tug that may be pulling you in a direction you don’t need to go in, or perhaps excluding the direction that you should be heading towards.
Do a check-in with yourself from time to time to ensure that the categories above and other areas of influence for you are still aligned. While it may be difficult, letting go of those things that draw you away from your values will be a worthwhile effort.
Lean into the Values as you lead yourself, your friends, and your family. You will feel a higher level of satisfaction and value in what you do day in and day out, and you’ll like be building lasting relations while making a difference in others as a result.
I have built a career by tieing my work ethics, leadership priorities, and expectations around company values. Sometimes it was easy as others were aligned, to begin with, sometimes I was a hero as I entered a bad culture that desperately wanted change, and other times I was painted as the villain as I asked others to embrace change and held people accountable to how they did their work.
Living the Values at your organization isn’t always easy, but it certainly is rewarding long term and had always helped me accelerate my own career opportunities along the way.
Learn the Values and their place in the organization
When it comes to your organization’s values, dig in and get an understanding of what they are. The popular way that many companies express their values these are often through single words (empowerment, creativity, trust, service, etc). Although 1 or 2-word values are easier to remember, they really don’t say much or give real clarity to what they mean. Look for supporting documentation that unpacks what each one means to get a true sense of what the organization stands for.
Once you gain that understanding, commit them to memory and look at how the company integrates (or doesn’t) the Values into programming, pay practices, and accountability. In other words, do they truly stand on their Values, or are they something that people look at during their orientation and never revisit? Regardless of which side your company falls in putting its Values into action, understanding and aligning to the Values will help you stand out and accelerate your career.
Make the Values your calling card
Forward-thinking companies will often refer to work that you accomplish in two ways: The What – Your level of performance as it relates to your job description and The How – How you accomplish your goals. It’s always encouraging to see companies that go all-in on the how with some even going as far as to say that they are equally important in evaluating their people and their ability to do more on the team.
The How is all about Living the Values. As you continue to lean into how you carry yourself and your alignment with the company’s overall values, you’ll begin to build a reputation, and a very good one, that then becomes your calling card. People know what you expect when you enter the room and the high standard that you bring with you and those that you influence.
Living the Values accelerates your career
If you put individuals side-by-side that are equally skilled, what would make you choose one over the other? If you’ve got a hiring leader that is worth following, they will always choose the person that is strong in how they get their work done. Here are some ways that Living the Values accelerates your career.
You build stronger working relationships: It doesn’t matter whether you are an introvert or an extravert, a person that Lives the Values in the workplace will always have better relationships than someone that does not. You’ll be known as a partner, colleague, and friend to an ever-growing extended network across the organization. If you’ve company doesn’t emphasize your Values as it should, then people may not make the connection, but they will know that there is something different about you and that they just enjoy being around and working with you. Your life will be easier as you have people with different skills to help support you and your work that relies on others’ involvement will be easier to arrive at positive conclusions.
You’ll likely become a connector for others: It’s been said that a person that is a connector (Someone who makes networking connections for others) advances the quickest in an organization. it’s one thing to develop people in a silo, and quite a different thing to connect people together in order to make their work-life more effective or even to help them advance their own journey.
The strength here is from leveraging those working relationships in a way that brings value to everyone. Your values will lead you to do this in an unselfish way. You’ll give away great talent for the betterment of the organization, it will help keep any leadership ego in check, and you’ll naturally lead in a more servant leadership-like way. (EP 131 Characteristics of Servant Leadership & EP 132 Servant Leadership in Action for more)
You will be a role model for others to follow: I love being a culture champion. It’s so rewarding to see how teams blossom and thrive as they collectively embrace a shared positive culture. As I grew in my journey from an individual contributor to a leader of many, I took pride in being able to be a role model for others and influencing change for the better.
If you are in a tough culture, be a beacon of light for others by how you lead yourself. If you lead others, model the behaviors that you expect of them. When you say to them to Live the Values, they need to see what that looks like and means in the real working world. Many people strive to leave a lasting legacy behind them. It’s a sense of larger purpose in what we do. You can accomplish that in a larger and more meaningful way as you model those values for others to follow.
You’ll be given more influence and responsibility: Those that lead themselves by the company’s values will almost always attract more influence power and additional responsibility. This is a great way for you to have a chance to shine in an authentic way that can help others.
For those Baton Carriers that are in their sweet spot and don’t want to (and shouldn’t) continue advancing, know that more influence and responsibility is a good thing for you as well. Remember that you know your limits (Ep 140 for help here) and share those if you feel like you are being stretched too thin.
Lean into the Values as you lead yourself on your career journey. Your team will thrive, you’ll continue on an upward trajectory of your choosing and you’ll leave a lasting impact behind you.
The journey to becoming more inclusive is so rewarding on a personal level. There is personal joy and satisfaction as you see yourself grow and mature and this area is typically ripe for personal and professional growth.
Today we are going to focus on actions that you can take as an individual and as a team to ensure that everyone feels valued and has a voice, feel valued, and want to stay around for a long time.
Actions to take as an inclusive leader
It’s hard to have an inclusive team if you are an inclusive leader yourself. Even if you are that type of leader, your leadership will fall flat unless others see, feel, and understand it from you. Here are some personal actions to take as an inclusive leader.
Seek out differences. Curiosity is a trait that many organizations look for in great leaders. It shows that they have a growth mindset and are unlikely to fall into a sense of arrival in their career. Curiosity also lowers overall risk across the leadership board. Get to know those that are on the edge of your network. Spend time with those that you interact with quite a bit, but don’t know so well. Look for the quiet ones in the room and take time to understand their perspective. Seek out individuals that are different that you to gain a larger worldview.
Be present and tell your story. To lead a potentially large change, you need to be present in that change. You’ll gain more buy-in from those that you are looking to convince if they see that you are invested and involved yourself. Tell a compelling story and why it is important to you. Share the impact that your own personal journey has had on you and share the success stories of others (If they are ok with that) to help others see the vision.
Understand your own inclusive shadow. Being an inclusive leader holds little value if you are the only one that thinks you are inclusive. Seek feedback from those that are different from you in their opinion. Do they see you as an advocate and supporter? Check-in with those that you trust and value as well. Doing this helps you find those blind spots that you have. It’s like you are both underestimating and overestimating different parts of how you lead yourself and others.
Learn your impact. At the end of the day, what is your impact on others? Are you being emulated by others? Do you see some effort or behavior change that you didn’t see before? Are you being welcomed into more diverse groups that you were not previously a part of? Are people looking for your direction when it comes to inclusion? Seek a mentor or advisor on who to keep improving.
Whether you are trying to change a small team or a very complex organization, you are more of an influence than you often give yourself credit for. Strengthen your own leadership skills in this area, so that you can lift others up.
Actions to take as an inclusive team and organization
Thinking about your current state around inclusion may be daunting as you think about future possibilities. Start small. Here are some actions that you can take to help your people, team, and organization be more inclusive.
Recognize that it is a journey, not a race. When you tackle inclusion, you are taking others through a journey where they likely will need to challenge their own biases and self-awareness. That’s a huge change in and of itself, without even considering the programmatic, and potential policy changes that need to be made. Keep at it and don’t get discouraged by early setbacks.
Include the most impactful leaders. Many people automatically assume that the top leaders are the most impactful. They are in terms of strategy, but your middle managers are the ones that bring that strategy to life. Prioritize these leaders as you begin the journey. Include them in the process and leverage this group for advocates and early adopters. This will increase your likelihood of lasting change and accelerate your efforts toward your goal.
Leverage data to tell your story. I absolutely love using data to tell the story of what the opportunity is and to celebrate the progress that has been made around an issue. Leaders can often rely on their perception or feelings when it comes to inclusion, “I feel like we are a pretty inclusive group and everyone is treated the same and welcome.” Dig in and gather data on the current state of the team. The data will often write the story itself around what the opportunities are. Be sure to listen to the show today for some examples of how to leverage data in a real way when storytelling.
Pay attention to diverse associates and customers. Your diverse population has a higher likelihood of leaving the team when they don’t feel like they belong and are being heard. Tap into their life experience and their professional experience in the organization to understand what some of those nuanced and obvious points are that the group needs to work on. Also including them on the journey assures them that you aren’t simply paying lip service to change, but that you are truly invested in a new future together.
Being a more inclusive leader has several benefits. You’ll be a more effective leader, the legacy you leave behind will be stronger and your company will be more relevant and profitable as a result. Take the steps today to help others become wildly successful in their roles.
I’ve had the honor to be a part of some really great life-changing projects, events, and situations in my career. When asked about my proudest moments as a leader the stories typically go down a road of inclusion and helping break barriers for others to succeed in new ways. I simply love helping others meet and exceed their own personal and professional expectations.
Being inclusive not only accelerates your career, it also enhances your business and elevates others in the process. Today, we’ll dive into a couple of different ways to think about inclusion, how to care for it, and some of the common traits that are found in these types of leaders.
Inclusive leaders think about diversity in terms of demographics
The initial place that many people go to when they think about diversity is demographics. This can be a great starting point for a larger journey for you, your team, and your organization.
From a forward-facing perspective, your team should mirror the customers and community that you are serving. Reflect on those two groups. Does your team look similar or do you have some work to do? I once had a leader that recognized the gap on their team but didn’t know how to fill it. They weren’t getting a diverse group of people coming in on their application process. My advice to them was to connect with that community of people and meet them where they are instead of expecting them just to show up at your door. Mix up your recruiting efforts; how you publicize an opening and change your approach.
From an inward-facing perspective, look at the make-up of the team or organization. are there more women at the bottom of the chain and more men at the top? At what point does the dynamic flip? Run the same exercise from a cultural perspective. It can be an extremely eye-opening exercise that brings some strong data points as you begin to tell the story of the journey that needs to be taken.
Inclusive leaders think about diversity in terms of inclusiveness
An inclusive leader knows that being fully inclusive is more than a photo-op, or just getting the right mix of people on board. It’s the power of diversity of thought that really pushes productivity, creativity, and retention rates forward. Companies that rate high in diversity of thought also lower their risk of turnover by 30% (Deloitte Study 2018).
In order to foster, nurture, and grow an environment of inclusiveness, focus on these four things:
Fairness and Respect: People need to know that they will be respected in their work and that their opinion matters. They also don’t want to see signs of favoritism in projects or teams. People want to feel like they have an equal chance to be wildly successful in their roles.
Feeling like they are valued and belong: Associates won’t stick around long if they don’t feel like they can be their true authentic self. It’s not good for them or for your team if they feel like they have to put on a face or hide who they are. They desire to showcase their unique self and feel a part of the larger team.
Safety: In order for your people to be their most innovative, vulnerable, and open they need to feel safe. They desire a sense that what they share will not be used against them, impact them in a negative way, and are supported to openly share.
Empowered to grow: Once they feel safe, and respected and they know that they are valued, helping them gain a true sense of empowerment and then supporting that empowerment into real action is the next step on the journey.
Combining the sightline to demographics with the power of diversity of thought makes for a compelling team that will be highly effective and one that others will want to be a part of.
Traits of an inclusive leader
All great inclusive leaders share some common traits among them. Here are some areas to think about as you work to become more inclusive.
Curiosity: Curiosity in a leader is a great all-around trait to have because it ensures that they stay relevant as times change and have a personal and professional growth mindset. Curiosity leads an inclusive leader to seek out different ideas and experiences from others.
Cultural Intelligence: This is an understanding that your worldview is not the same as others and the ability to seek other perspectives for a larger understanding. I recently saw this in action at a local government meeting where one group dismissed another’s concerns. They felt that since the subject at hand wasn’t offensive to them, then by default it shouldn’t be offensive to anyone else. It was an obvious show of a lack of cultural intelligence.
Collaboration: This leader is aware of gaps in representation and is proactive to help fill those holes in meetings and projects. Are the right people at the table?
Commitment: Being an inclusive leader often requires a culture change, and that is something that takes time. These leaders are committed to a long-term vision, instead of seeing it as a check-the-box project that you move away from.
Courage: Along with commitment comes courage. It will take courage to step in a call out a situation, the current landscape, or have a difficult conversation with a co-worker.
Self-Awareness: We all have biases. Have the self-awareness to know what some of those are or where you have a tendency to let your guard down or go on auto-pilot is important to lower those blind spots.
Self-evaluation time! On a scale of 1-5, how would you rank yourself in each one? (Some categories may be difficult to self-evaluate) Ask a close partner or advisor about how they would rank you in each category to get a good understanding of opportunities for your own personal growth.
No matter where you are in your career or organization, you can become an inclusive leader and have a lasting impact on others.
Another year is almost in the books! Hopefully, this week has been one where you’ve been able to take a little time for yourself as you gear up for a new year of both personal and professional growth.
I always find the new year to be a great marker in which to set some of my own goals and evaluate how I did the past year. It keeps me on track to never waste a moment even during pandemic times. Maybe you do the same (or should start setting some goals). Here are some common mistakes that leaders make that may help you form some ideas for goals for yourself and your team.
Underestimating (or forgetting) the power of culture
Culture is everything. It dictates who you are, who you do the work that you do and it’s what makes you unique compared to your competitors. As obvious as that is, many leaders fail to link culture to strategy as they communicate to their team. Putting your culture and value top of mind certainly helps to keep it connected in communication. When I was a multi-state operations leader, I had all of my locations say the mission statement together before each shift. It felt odd at first, but it quickly got to the point where it felt weird not saying it at gatherings.
Today in the healthcare field, I’m always looking for ways to naturally input our values into the conversation to draw in focus and alignment in what we do and how we accomplish our goals.
Take the approach that works best for your team, just be sure to link your strategy back to your guiding principles so that your team understands why they are doing it and how they so go about accomplishing the goal. Drawing culture and strategy together makes it easier for your team to be successful and do their job well.
Talking about an individual instead of talking to them
One of the common themes that I discuss with leaders, no matter their leadership level, is coaching. Leaders typically have no problem at all talking about their employees. Whether it’s by gossip or just trying to get something off their chest, they’ll openly share their frustrations and ideas on improvements with others.
Good leaders muster up the managerial courage to have difficult conversations with others because, at the end of the day, that person needs the feedback that you have otherwise they will never improve. (Ep 322)
It’s also important to instill that direct approach in your team as well in order to strengthen your culture and team dynamic. Just as you may want to go to others with your grievances, your people will want to come to you with theirs. Instead of acting as a constant intermediary, encourage your people to connect with each other directly with their concerns and feedback. Doing so builds up trust within your team and frees your time up for other productive things.
Overly depend on the physical
Culture (and leadership) can be misunderstood. When learning about a leader’s disposition towards servant leadership or the culture of their team, the person will often share about physical items. They are sharing the What instead of the How.
What examples: Bringing in a food truck for lunch, creating a game room or ping pong table space, or hosting a potluck during the holidays.
How examples: How you prioritize your time and people, stories of helping one another, going above and beyond for your customer, and how you show care while holding others accountable.
You may look at that list and say, “Wait a minute. I’m a good leader and I do things like the What examples all the time for my people.” That’s great, but culture should hang on the what alone. Even a terrible boss can order in donuts every now and then.
Having an authentic culture has everything to do with your interactions with others as you all do your daily work. Sometimes leaders lean in too hard on the rewards without investing in How people lead themselves and work with others.
Failing to invest (Bonus tip!)
We’ve closed out every podcast for over seven years with the same catchphrase, “Invest in yourself to develop others”. It’s important to continue to invest in both yourself and your team and your business to ensure culture and priorities stick. Often times leaders will throw a little bit of money at an idea, concept, or strategy and then call it good. Think of a diversity and inclusion strategy. A leader may see that it is important and then see some people to course and move on. That strategy is not likely to have a long-lasting impact on just one event.
Think of how you invest in others and yourself as just that…..an investment. You’ve wouldn’t expect to retire from a one-time investment of $100. You add in a little bit each check through your career and then by the time you retire you have a nice little cushion on money waiting for you. You’ve got to keep that same intentionally as your push out new initiatives and priorities. Keep investing in communication, education, and connection for yourself and those you serve.
All of our mistakes today hold a common theme of culture. Overcome these common mistakes that leaders make that impact their teams in ways that they may never truly fully realize. Lock into and invest in a strong culture to see your people thrive and your business goals increase.
There are some people that are really good at calling others out. They masterfully slay their opponents with clever comebacks and pointed wit. It’s also popular. A subreddit called r/murderedbywords has over 2.5 million members where users share their best putdowns and callouts.
The rise of calling people out isn’t given to just those with keyboard courage either. Look at the rise in popularity of the “Karen” videos; ladies that lose their cool while trying to belittle or call someone out.
The problem with calling people out in leadership is that it serves no positive purpose in the end. The sense of winning, or dopamine hit, quickly wanes, and you are left with a relationship that is fractured.
Calling people out isn’t always aggressive
Excluding others in our communication is not always done with intention. Sometimes it can be done through colloquials, jokes, or passing comments. I’ve interacted with leaders that felt that bringing attention to what they feel are light-hearted comments was unfair and overly sensitive.
“Now we have to walk on eggshells all the time?” was a response I received once when I shared this idea. It’s not that you have to walk on eggshells and not have any fun at work, it’s more focused on being mindful of the words you say and how they impact others.
Instead of calling people out and excluding them, you’d be better served to call people in and include them not only to build a better team but also to lift up and inspire people on a personal level.
Call them in with benevolence
A benevolent person is one that truly wishes others well and shows a high level of kindness with those that they interact with. Take that same approach in your conversations with others. Show respect and kindness to others as you communicate formally and informally while holding true to the company’s standards and values.
When people don’t feel psychologically safe, they throw up barriers and remain guarded and disconnected. By taking a benevolent approach, you help the person feel safe and as a result, are more open to feedback. Create a climate that makes people feel ok to be vulnerable, and builds mutual respect and care with each other. You certainly don’t model aspirational leadership qualities when you don’t care what the other person feels or thinks about what you have to say.
Call them in with understanding
Empathy. It’s a trait that is easier talked about than put into action. To be empathic, you have to put yourself in the other person’s shoes, and in order to do that you’ve got to have a solid understanding of the facts of the situation and the feelings/values of the person involved. Put all of your efforts into listening to the person and the situation. It’s one thing to know that your words hurt or have a negative impact on someone, but it’s entirely different to understand why those words hurt. You can’t fully grow in empathy until your build a true understanding.
Call them in with curiosity and learning
It can be easy to pre-judge someone and come into a conversation with a predetermined disposition or destination that you think the conversation is going to go. You may even be correct whether it’s true or not! You can unknowingly lead a conversation in a way that guides it to your own bias, or it can stop you from being fully open to hearing what the other person has to say.
Take a curiosity-driven approach instead. Lead with the what and how and learn all you can about the person, or situation and discover the root cause.
You can also learn a lot from how others interact with you. When someone calls you out (because someone will inevitably will) first, react in a positive way; don’t return fire, instead thank them for their feedback. Second, end the conversation in the best way possible. Third, decide how you are going to take the feedback and interaction. Should you apply what they said, dismiss the feedback or pull out certain parts that may be the most relevant?
Call them in with action
Actions really do speak louder than words. Once you’ve got grown in your learning and understanding, it’s up to you to put your new knowledge to use. Slow down and show others how you’ve grown as a leader and person by being respectful, accurate, and clear in your communication. Your actions will be a behavior that others will model and it also solidifies what you expect in others.
Be a person that calls people in. People will be drawn to you and your leadership. The change will be easier to navigate, team building moves more quickly and your results will only get better. There are no downsides to being intentional about including everyone that is in your personal and professional life.
I have been a part of some really bad interviews in my days, but I will say for the most part people want to put their best foot forward and show the best version of themselves when they are in the interview process. It’s part first impression, expertise, good storytelling/communication, and embodying the role to some degree. We talked before about ways to ace the interview (EP 113 & EP 217)
It’s fairly common for a hiring manager to run across someone who has a list of canned responses that they spew out on command. That’s exactly what an interviewer doesn’t want; they want to see your true authentic self in order to determine if you are qualified and a good fit for the role. That’s why some off-the-wall and downright crazy questions sometimes come up in interviews. They want to catch you off guard and see how you really react.
Here are some common responses from candidates that fool no one during the interview.
Making it all about you – the ego trap
According to a TopInterview survey, two of the most hated qualities during the interview process are dishonesty and a sense of entitlement (or arrogance). it can be tempting to lean a little extra into your story and embellish the facts or overexaggerate your role in getting a team accomplishment.
All the interviewer has to do is dig a little deeper with follow-up questions and your story can quickly fall apart and you now have lost a large amount of credibility with the other person. The interview may still go on, but you’re likely done in the interviewer’s mind.
Instead of falling into the temptation to please your ego or overly impress the person, share what you actually did on the team or the accomplishment/project and what the impact was. What’s even better is if you also share what you learned during the process. What did you take away to make you even better for the next opportunity? This works much better than trying to dig yourself out of a self-created hole.
Answer the question directly and authentically instead of dodging and redirecting to a different story that is all about you. Highlight your team and give them credit during your time with the person.
“I get along with everyone”
More and more people are using behavioral interviewing as they assess new candidates. (It’s our recommended approach to hiring with companies that we have worked with). People want to understand how you work with others; how you address conflict, personality differences, and other interpersonal barriers that we all face on a regular basis.
Have some stories and be ready to show how you dealt with customer issues, team issues, and conflict resolution. Responding to these types of questions with something along the lines of, “I get along with everyone,” sends off caution signals to the person interviewing you. They may see you as non-confrontational or lacking in self-awareness.
There is not a person on Earth that gets along with everyone! Think about the role you are applying for and potential personal situations that may come up in that position. Then recall back to your past experiences and try to draw some similarities in situations. (Does the job face a customer? Does it lead people?) Customer service is customer service regardless of industry. The same goes for leadership. How you lead people and handle conflict is universal across the board.
It’s a classic interview question: “What do you need to work on?” or “What are your weaknesses?” It’s also a question that gets the vaguest answers and non-answers. It’s an internal conflict, right? You want to shine during the interview and not give the person a reason to pass you over. Non-answers, easy-outs, and vague responses only frustrate the interviewer. It shows the other person either you aren’t being real or you lack self-awareness with your answer in a non-committed way.
Instead of lying to yourself and others by saying you have nothing to work on, have a list of three things that you need to continue to work on and refine in your own life. If you share two with authenticity, you can ask if they want to hear more and they’ll typically stop you, thank you, and move on. On the other hand, if you are non-committal then you are opening yourself up to further exploration.
Also, avoid trying to sneak in strength as a weakness, “I work too hard,” or “I’m too committed” These responses add no value to your time with the interviewer.
“This is my dream job”
We are all in on finding your job. (Ep 228 – 231) Remember that your job might be your job for now as you progress in your career to your ultimate goal. Avoid going into every company interview telling them how this is your dream role, especially if it’s for an entry-level role. The interviewer will either dismiss the statement, think you are full of it, or that you don’t have aspirations to do more for yourself.
Speak to the aspects of the job that you are looking forward to, and what you are hoping to learn and contribute in the role. This will come across more authentically.
While it may not be your dream job, it may be your dream organization. Be mindful here. It’s absolutely appropriate to share why you connect with the organization and your desire to serve there, with the desire for a long career with them. It’s not in your best interest to share that you are looking to just get your foot in the door. The interviewer doesn’t want to have to fill the role again in 6 months as you try to job-hop inside the organization.
Lean into our interview best practices and avoid these common interview mistakes that hurt more than help. You’ll have a great conversation that reflects well on you as a result.
Have you ever known someone who leaves a great opportunity only to flounder and as a result never bounces back to a level that they were before? Perhaps they are the type to jump headfirst into the newest financial fad without thinking through the implications. Maybe they are constantly job hopping instead of taking time to plan out a true career journey.
There are times when we all could have benefitted from a person helping us see the larger picture before making a foolish or rash decision. Here are some ways that you can help protect your people from themselves when they need it most.
Keep a close connection when they are struggling
Sometimes it is quite easy to see when someone is struggling in their work or personal life. They act out, they may lower their level of care for themselves and others, or they may begin cutting themselves off from critical relationships among other signs. For others, the signs are much more subtle. Unfortunately, it’s not uncommon to hear someone say, “I didn’t know that they were struggling or had an issue,” until it was too late.
Find the right balance: Are you figuratively smothering the person or do you need to be even more present with them? It’s hard to tell at times, and the level of connection needed can change depending on what the root cause of the other person’s struggle is. Adding to the complexity is the fact that we all need different amounts of quiet and space to process. Some great activities that always help include – taking care of some of their daily tasks, helping them get a change of scenery, and providing them with extra support. Make sure that the person is open to the help first.
Listen or problem-solve?: Being there for someone will typically fall into one of two categories: helping them problem-solve through the situation or simply being present and available for the person. A great strategy here, for both home and work, is to just ask the question, “Do you want me to help problem-solve, or do you need a good listener right now?” This gives the person an opportunity to share what their need is and a clear direction for you during the conversation.
Fill in the blanks
A person may believe that they are making good decisions or acting in a way that props themselves up for success, or at a minimum, helps them move away from a situation that is not good for them. In reality, they may be unknowingly setting themselves up for failure.
Ever make a poor choice because you later learned that you were missing critical information? People have created irreversible harm to their relationships and careers because they were acting on skewed or incomplete information.
Help your people see and understand the bigger picture. Speaking in anecdotes and what-ifs only can cause more confusion which leads to further disengagement down the path of a decision that can have unintended consequences on their career.
There may be circumstances when you can’t share fully for a number of reasons. In this circumstance, let them know that you aren’t able to share any information at the current time, but give them a timeline of when you’ll follow up with them. Mark the time commitment in your calendar so that you don’t forget to re-engage on the topic.
Give them a chance to share their struggles
Providing the person the psychologically safe space to openly share their struggles is important. There is a high likelihood that the person firmly believes that some of their needs are not being met by the team or organization. Give them a chance to express their frustration and share what their needs or aspirations are. What you learn here may give you an easy path to set things right.
Give them a way back
Let’s say the person is a wonderful contribution to your team, but they end up moving on. Let them know that they will have a place on your team if they ever change their mind. Over the years, I’ve spoken to several people who left an organization, only to return. Their loyalty and appreciation are nearly always higher as a result. Be sure to help them work through any embarrassment that they may feel as they re-onboard with the team.
We should always want the best for those on our teams, and that sometimes means letting them move on to bigger and better things. In those times when a person may be making a hasty decision, move in to provide extra support to help prevent them from making a move that they will later regret.
Whether you have a business or you are looking to forward your personal career, it pays to have a plan in place. Finding your replacement before it’s needed is essential in order to keep continuity in the business and work, but it also requires you to let go of some ego and even perhaps overcome some fear and trust issues.
A Harris poll found that 60% of small business owners had no succession plan in place. I study by Wilmington Trust further affirms the data, finding 58% of small business owners with no succession plans. The gap isn’t just a challenge for small businesses, many national and global organizations lack a true plan for leadership succession.
Capabilities of today vs needs for the future
The saying, “What got you here, won’t get you where you want to go,” is certainly true when it comes to succession planning. Just because someone is very productive and efficient at the role that is currently in, doesn’t automatically mean that they will be great at the next level.
As you look for that next leader on your team, think about the skills that they currently have against the ones that they will need in order to be successful. Each time a person crosses a threshold from one level of leadership to another, it requires them to reconfigure their skills in order to have continued success.
Think about a phenomenal individual contributor. They may be incredible at what they do, but they’ll need to let go of certain passion projects/tasks and learn to delegate and prioritize their time differently in order to be a leader. As they progress in their career to lead other leaders, they’ll need to change again in what they focus on, how they communicate, and spend their personal time.
Identify and spend time with your future leader to prepare for those key skills and changes in behavior before the opportunity arises.
Test it and realistically access
Once you figure out those key skills and attributes to develop the person around you, it’s good to test out their learnings. Here are a few ways that you can test their growth and readiness:
Run hypotheticals: Present real-world scenarios and talk through how they would go about navigating the challenge. You can add a sense of urgency by condensing timelines, and/or temporarily taking away resources to understand how they adapt to the environment. Give the person meaningful feedback after they complete the scenario. This is a great safe way to role-play unique and challenging parts of the role with someone.
Extend some authority: There’s very little that someone do that can’t be ultimately fixed. Extend some authority to the person, so that they can get an understanding of responsibility, try it on, and provide others with a glimpse of what the person is capable of. Start small in scale, time, and impact level and add on as the person shows more comfortability and delivers on the result.
Give them exposure to other parts of the business: Often when a person moves up, it means that they will be interfacing with a new area of the business. Perhaps they would take on more financial responsibility or perhaps take in a whole new segment of the business. Give them opportunities to explore those new areas early, so that they have comfortability and knowledge around them as they grow their business acumen.
As you add in these scenarios and situations to prepare them for the next level, give them real and honest feedback along the way. It serves them and your people better when aren’t afraid to shy away from difficult conversations and coaching moments.
During the development phase, you and the other person may realize that they are currently in their sweet spot in the career, and promoting them would do both the person involved and the team a disservice. Rest assured that learning this information, doesn’t mean that you’ve wasted effort. Quite the contrary! You’ve saved an employee from going into a job that they wouldn’t enjoy and you have saved time and money spent in replacing one or both roles. Through the process, you’ve also increased the knowledge and experience of the person that will serve them well in the role that they are currently in.
Run the two-up exercise on yourself
Now that you’ve got some idea of succession development with your people, it’s time to put your strategy to the test to see how well you have future-proofed your key positions.
Run the succession exercise with yourself or your leader(s): The exercise is simple enough, you simply start at the top of the team and ask the hypothetical, “This is now gone, who’s next?” You then work your way down your proverbial organizational ladder from there to check where your opportunities are. It’s not uncommon to have segments that are well-prepared for and others that are in obvious need of attention.
Once you have built in a good layer of succession and development on your ladder take the exercise to the next level by going two-deep on the roles that you are planning succession around. We’ve seen on countless occasions where this has real-world implications and payoff. Have you ever seen a leader leave and then the 2nd in command leave not long afterward? It happens! Going two deep on succession provides you with a natural level of protection when two drop (or promote) within a small timeframe.
Embrace your succession planning efforts to take your team’s development and your own potential to the next level.
“Great people are hard to find.” It’s a statement you hear a lot with hiring managers and talent acquisition friends. We had a listener question that flipped the dynamic by talking about how hard it was to find a great boss while asking the question, “Is it possible for a good person to turn into a bad boss?”
The answer is that even great leaders can find themselves becoming a bad boss if they aren’t mindful of it. While I think there are a number of reasons why people end up at this point, from being promoted too soon, to not being equipped to handle the soft skills of leadership, or personal disengagement, very few people start out with the intention of being a bad boss to others.
So how do people get to this point?
It’s often a subtle and long journey, and the person can miss that they’ve strayed off of the right path. Here are some things to look for to help determine if you becoming a bad leader.
Signs that you may be a bad leader
Are people bailing on you? The Great Resignation aside, have you been seeing an uptick in people leaving the organization lately? It’s said that people quit bosses, not companies and that is largely correct. While the counterargument is that it is all about money does hold some weight, especially for entry-level jobs, it becomes less of a factor for higher levels in the organization.
If you have people leaving, especially abruptly, it likely means that they have hit their breaking point and have given up on their role. This is a strong indicator that your leadership is at play in their decision to seek employment elsewhere.
How comfortable are people around you? We’ve all been there. It’s the feeling of having to walk on eggshells because you don’t know what will set the other person off. That feeling and dynamic can cause you to have anxiety or feel fearful to be truthful with the other person.
How are people acting when they are around you? Are they timid to share any constructive criticism or questions about directions or a project? If so you may have a toxic environment at play where the team feels like it has to hide in the shadows in order to survive the day. If you are unsure about the hesitation of your team to share honestly, throw out a really bad idea and see what their reaction is. If there is no hesitation or pushback, you may have a team that fears giving their honest opinion.
Who carries the trophy? When it comes to the success of your team, who is the one that is recognized for their accomplishments? Do you find yourself holding the proverbial trophy after the team wins and taking credit for all of the success? It’s an easy trap to fall into. We discussed the ego trap in the 7 deadly sins of leadership with Jennifer Thornton (EP 257)
Employees can quickly see when you make the direction about yourself and can feel unappreciated as a result. it doesn’t always have to be at the big milestones wins either; are you the speaker for the group when it comes time to present to the senior leaders or clients? Are you the face of the job when all the others are the ones that did the hard work?
Recognize how much of the spotlight you take in both the big and small parts of your and your team’s work.
Tips to get back on track
Maybe you see yourself in a bit of the examples above. Know that hope is not lost. Just as you had a journey or experiences that led you to where you are today, you can also take a journey back to great leadership that includes and engages others in a meaningful way.
Take the “No More” approach. We’ve talked before about the no-more approach before. It’s the idea that as you reflect back on past bad experiences that you’ve had with other bosses or companies that you commit to people under your leadership will never have that bad experience again. It’s a great way to make the best of bad leadership situations.
Are there things that you are doing or ways that you are currently leading that need a “No More” correction? If so, commit to it and begin righting the experience of others immediately. These are often behavioral on your part so they take little discussion or debate with others to implement.
Commit to an encouraging word a day. For most people, it takes being intentional in order to lift people up and encourage them. Try starting small by recognizing and encouraging one person a day. If you need some ideas on ways you can encourage others you can check out:
Acknowledge what others know. Your people know when you are a bad boss. instead of hiding behind new initiatives and commitments, own up to your growth opportunities and explain to them your commitment to do better. This will show them that you have an authentic desire to change, and it will keep you accountable to take the steps necessary to head in the right direction.
It’s never too late to turn around your leadership reputation no matter how far you’ve strayed. With time, commitment, and a humble attitude you can bounce back to your former glory.
Everyone wants to be liked and validated by others in some form or fashion. From a young leader all the way to a tenured executive, our actions and behaviors can be driven by the desire to be liked.
In our quest for validation, we can sometimes make some common mistakes that work against us. Here are 4 common mistakes that impact your liability and how you can address them for your personal success.
#1 You talk too much
Talking and listening can be an internal push and pull for people as they navigate conversations with others. People love to talk and share about themselves and a quick way to be more likable is to listen much more than you talk when you connect with others.
That intentionality in listening can create tension in the brain. It’s simultaneously focusing energy on paying attention while also alerting you to spots in the conversation to add your story, perspective, or other items to the conversation.
When you let the balance between listening and talking tip far into simply talking, you can quickly become less likable with others. They may see you as self-focused, uncaring, or not receptive to feedback.
#2 You ask too many questions
“Why?” It’s the question that nearly every parent of an over-curious child tires of hearing. There is a reason why the root-cause exercise is called the “5 Whys Technique” and not the 30 Whys Technique.
Asking questions and showing general interest in another person is great. It’s one of the secrets that we recommend to help make you more approachable and likable with others. Just like anything else in life, you can take the questioning too far and wear out your welcome in a hurry.
I’ve known several well-intentioned people over the years that have sabotaged themselves to various degrees by asking too many questions. Think back to the parent and child example; The parent is usually happy and even excited to engage with a little one when they ask a question in order to learn. It’s the continued line of questions that ends up getting the best of a parent and causes them to lose their composure.
Be aware of how much you are questioning others. If you see their engagement drop off as you further seek to understand, know that it is a sign to wrap it up. Continuing to ask questions further lowers your chance to get an authentic answer and adds to the impression that a person has about you.
#3 Weak storytelling
There is power in a good story. (EP 124) If you’ve ever been to a conference or religious service, you have a higher likelihood of remembering a personal story that they told instead of all three points that they presented at the time.
Storytelling that is not compelling serves the interest of the teller more than the audience or is overly canned can turn your audience off.
The story is not good: A good story should be one that the person can relate to on a personal level, short enough that they could tell it to someone else, and include something memorable enough that they could recall it a day later. Hone your stories and try them out with people you trust to figure out if it’s good enough or if it should be tweaked or outright discarded.
Serve the audience not yourself:Last year we did a show about Micheal Scott from the show the Office (EP 289). Later in the series, Micheal quits and goes back to tell his staff about it. They are super excited because Micheal finally has a story worth hearing and they are interested in how things went down. Instead of starting at the point that immediately leads up to the interaction, Michael starts out with every little mundane part of his day. He loved the attention, but his audience hated all the filler. Know what your audience wants the hear and cut the fat that only serves your own ego.
Expand your story collection: No doubt, people love an awesome story. They may even like it a second time. If they hear it several times, it loses power and actually can hurt your likability with others. The story will start to come across as insincere and inauthentic. Remember where and when you have shared stories with you aren’t constantly repeating yourself.
#4 Debating others
It seems we’ve come into a love/hate relationship with debating others. Think about the pandemic, vaccine, political and social issues that have rocked the world in the last 2 years and it feels likely everyone is debating each other. I love what Benjamin Franklin said about this topic over 200 years ago.
Say whatever you will, they’ll be sure to contradict you; and if you give reasons for your opinion, however just they may be or modestly proposed, you throw the other person into rage and passion. Though they may be unacquainted with the topic, and you are a master of it, it doesn’t matter. The more ignorant they are, the more sure they are in their standpoint.
You can grow your charm and charisma (EP 227). Listen to what others have to say and don’t expose their shortcoming. Be mindful of these traps that can hurt your likability and help have more enjoyable conversations with others.
If you’ve got a problem, yo, I’ll solve it… Vanilla Ice
No truer words can be said from one of the early 90s’ most iconic rap stars. We all have to deal with problems on a regular basis both in our personal and professional lives. It’s often said that a leader’s main job is to be a problem solver. You’re hired to fix problems that pop up in your business. While it’s a little bit more complex than that, you would do well to equip your teams to be great problem-solvers themselves.
Helping your team increase their problem-solving skills helps them be more efficient in their job, increases their level of satisfaction in their role, reduces stress and uncertainty, and lightens your load as a leader.
Help them change their mindset
We all have a tendency to avoid things that we don’t like, and this is one of the reasons why we put off problems that need to be solved, or we don’t address them in the right way. While changing someone’s mindset on anything takes time, you can be successful in altering their perception of the problems that are ahead of them.
Help them see problems as opportunities. Help your team see that problems are inevitable. It’s part of life and business, no matter how well we plan. Helping them with this understanding will assist them in becoming more open-minded when a problem occurs.
Don’t linger on the implications of the problem too long. We can sometimes spend too much time focusing on the impact of the problem instead of focusing on the problem itself. For instance, you may have left your wallet at home and you begin focusing on how it’s going to impact and ruin the rest of your day. Instead, focus on what you need to do to get yourself fixed up for the rest of the day and keep moving forward. On the podcast, I share a story about realizing I didn’t have my wallet when I arrived at a hotel during a week-long trip with no means to get back home. It was a week of problem-solving for sure!
Make a list of worst-case scenarios. Sometimes it’s helpful just to see that the problem is just not as bad as you thought it was. Doing this will help you think objectively as you face an issue and begin problem-solving. In my wallet story, I realized quickly that I couldn’t linger on the issue and thinking of the worst-case scenarios actually helped reroute my thinking into some out-of-the-box ideas that successfully got me through the trip and back home.
Focus on improvement. Help your team by helping them focus on what they can improve on to eliminate or minimize the problem going forward. Perhaps it’s a change in policy, additional training, or altering a process. For my wallet situation, I began the phone-wallet-keys check on myself before moving to a different location.
Answer questions with questions when possible
One of my tried and true ways to help people grow in their problem-solving ability is to answer questions with my own reflective question in order for them to start thinking through things for themselves.
Team member – “How do I handle this customer issue?”
Leader – “How do you think we should handle it?”
After hearing their strategy, affirm their answer or coach to redirect them towards the right solution. Sometimes lower problem-solving ability comes from lower levels of confidence in the job, not feeling equipped to handle the problem, or they don’t feel like they have the authority to address the question or scenario. This tactic in coaching helps strengthen and solidify all of those areas.
Coaching by asking questions instead of always providing answers is very effective, but it takes more time. If the situation is dire, or of high urgency, fix the problem and then debrief afterward to help them see how they could have navigated the situation.
Run chessboarding exercises
In Finding Leadership in Chess (EP 290) we talk about the chessboarding exercise. It’s an activity that you can complete with others that centers around hypothetical scenarios that are rooted in reality and how you would respond to the situation.
This is a great exercise to run with your team as you help them increase their problem-solving skills. It forces the person to think critically and strategically in order to overcome the change successfully. One of the best parts? You get to talk it through with no consequence since it’s hypothetical. Learning without the cleanup!
Good problem-solving skills will serve you and your team well. Spend time honing in those abilities to become more effective and less stressed where you are.
We’ve all felt the lasting impact of the last few years. A study confirmed it, we’ve gotten more stressed and feel a high level of anxiety these days.
In order to keep people engaged and have them stick around, it’s important for you as a leader to be mindful of your team’s stress levels and well-being. While serious treatment for mental health concerns needs to stay with the professionals, there are actions that you can take to help support and care for your team.
Keep a high-touch communication cadence
The saying “Out of sight, out of mind” is certainly true. Think about your personal goals, desires, and best intentions. Without intentionality to keep them in front of you, they end up falling to the wayside and become missed opportunities and disappointments. That’s one of the reasons we recommend whiteboards, apps, and/or smaller physical capture points to catalog your goals, both short and long-term.
Think of your employees in the same way, if they are working remotely or in a different location, they are in danger of being left behind and feeling disconnected from their work and from those that they work with.
I’ve always been a fan of weekly one-on-ones, even when I led remote teams across a large geographical area, I kept a cadence of check-ins with my direct reports. The pandemic pushed me to change my communication style in order to meet changing needs. I no longer have scheduled one-on-ones, but put quite a bit of effort into connecting multiple times a week in both formal and informal settings. This has helped with a list of things not building up and makes the conversation cadence feel like we are in an office setting without actually being in the same space.
High touch doesn’t mean quick and shallow communications. Is it appropriate sometimes? Yes, but include meaningful and deeper conversations as well.
Some prompts to get you started:
How are you feeling about your workload? Do you have enough time to get everything done?
How do you feel at the start and end of your day or week? (Good question to gauge burnout)
How can I support you or your work?
How are you staying connected to others?
Help your people’s well-being by making sure that they feel informed, included, and appreciated.
Cue into the nonverbal and physical clues We know that there is power in non-verbal communication (EP 186). People that are struggling with stress, anxiety, and uncertainty will often show signs of distress, it’s just a matter of you as a leader being attentive enough to pick up on the clues.
Look for changes in behavior that can include:
Wanting to, or outright avoiding group gatherings, both in-person and virtual.
Showing signs of fatigue, aches, pains, and changes in energy level.
Becoming overly passive, or losing and sense of engagement.
Showing nervousness, irritability, and restlessness.
A drop in the level of communication
As a leader, you make it easier for your people to share when you are attentive and engaged with them on a personal level. They see your attentiveness and will open up more to you. On the other hand, they also know when you aren’t paying attention and will volunteer less information and articulate less on issues and struggles.
Allow them time to refocus, decompress and reframe
Overall, I think people are harder on themselves than they should be. I know that I am. I have a tendency to try to push through physical pain, burnout, or setbacks.
Pushing for progress is always a great approach right? Well maybe not. I had years of built of injuries from running because I kept pushing through them all and tried to quickly fix things so I could continue on. I took the pandemic time to try something new…. rest. It took a long time, but my foot, knee, and hip issues all eventually resolved themselves. Even my back started feeling better and survived a big house move.
When you identify that a person needs some time to focus on their well-being, don’t wait for them to ask for time. Be proactive and help them get the time to take care of themself.
Keep track of their vacation cadence. Encourage them to take time off and get away from work.
Help spread their workload to help ease their stress.
Look for efficiencies in work to help them eliminate time wasters.
Partner together for ways that they can delegate some work to others.
Model and demonstrate how you decompress and refocus your life.
Encourage and affirm your people that is ok to take that time needed for them to take care of themselves. Your team shouldn’t foster a culture where an individual considers it a badge of honor when they go long times without taking a break from work. The work will always be there, but the employee won’t if they reach a high level of burnout.
An employee’s well-being is equally owned between themselves and their leader. They should prioritize their own health and mental well-being and the leader should remain committed to supporting their well-being through their experience at work. Be an impactful leader by starting small and having the intentionality to support your team.