How to soar during difficult times

How to soar during difficult times

Part 1 of 5

Over the past few years, the economy has hit many industries. Businesses closed their doors or downsized, employees lost their jobs, and many families lost their homes and belongings. Fear started to sneak in. Not only people who lost everything, or who were at the edge of losing everything, but also the ones who still had their job security, struggled with this fear.

"Fear leads people to focus on the issues instead of the desired outcome. This creates the environment of 'playing not to lose' instead of 'playing to win'. Employees in this situation tend to disengage which drives a company into "paralysis"", says Success Coach Helena Nyman.

Once an organization takes its course, it is a difficult and long undertaken to turn it around.

On the other hand, you have organizations that soar during this difficult economy. If you go back to the 1930s, you see that history repeats itself again. During the 1930s, there were companies that not only survived the crisis, but separated themselves from the sinking ship and became some of the nation's leading companies.

Let's take a closer look at what happens when fear sets in and employees start to disengage.

Engaged employees are clearly more valuable to your company than disenchanted ones. Great managers and leaders know this instinctively, and The Gallup Organization's latest research into employee engagement levels among the U.S. workforce confirms it. In fact, according to Gallup's calculations, actively disengaged employees -- the least productive -- cost the American economy up to $350 billion per year in lost productivity.

~ The Gallup Organization

One of Gallup's researches (based on about 3 Million people's responses) suggested as well that only 29% of the U.S. workforce is actively engaged, 55% is not engaged, and 16% is actively disengaged. To put it another way, for every two employees walking the halls of your organization, there is a cave dweller impeding the good work done by the engaged employees.

If 55% of all U.S. workers are not engaged, and 16% are actively disengaged, then 71% of the Americans who go to work every day aren't engaged in their role. That means that American businesses are operating at less than one third of their capacities. What if only one third of a manufacturing company's machines operated at capacity every day? What a loss of opportunities!

The good news are that there is still an opportunity for growth - even during this tough economy - if you can move your employees from the "not engaged" to the "engaged" category.

To learn more about how to turn your company around, create opportunities and lead your employees to high performance, stay tuned for Part 2 of 'How to soar during difficult times'.

Please join the Forum to add your comments. Thank you!

5 ways to lead successfully during Change

All the economic changes are driving companies to make adjustments. Companies are reacting with changes in their workforce, service offerings and compensation...and employees are feeling the effects.

Don’t get me wrong, change can certainly be a good thing. Sometimes, it’s truly needed.

However, change isn’t always easy for people to digest. They tend to have an immediate and sometimes physical reaction to any announcement of change.

The best companies will always adjust...and so change will be part of the equation.

Leaders should be more aware of the impact that change has on their teams, and they should be ready to support people through the process. Because the basic human need of feeling secure and valued is innate in all of us, leaders should be prepared to help nurture these emotions as change is occurring.

Be proactive as a leader to help ensure a smooth transition for your employees.


Here are 5 of the most important points to consider when you need to drive your team through changes:



Communicate the change effectively


This is critical to the success of any change. A clear expectation must be set with as many details as can be provided (and then followed-through on!) Leaders should be transparent...but that doesn’t mean they should disclose every single detail. It means they should be authentic and honest, while they share as much as they can at the right times.



Involve your team in change


“Change is a threat when done to me, but an opportunity when done by me.”

~ Rosabeth Moss Kanter

People want to play a part on what’s happening to their future. Engage their expertise to guide the change and they will reward you by being more energized by it.

Side note: Not involving your team in a new strategy can make you a part of the statistic that 90% of companies fail to execute their strategy



Remain consistent in your core values


While processes, procedures and services may be changing, your people need to see the stability of your core values. This will help them to remain confident in what’s happening, even if all the questions can’t be answered.



Share the vision and hope for the change


This is what I often refer to as the “power of why.” Most people are fairly purpose-driven. They want affect change and have an impact, so it’s important to share the value and benefit of the change, as well as to help each person understand their role in that bigger picture.



Be an obstacle-remover

In times of change, more than ever, a leader must provide the right tools for success and remove obstacles that are impeding progress. Leaders should encourage open communication and innovation. They should also allow for graceful failures. This is where great leadership will come through, as the true “rallying” of the team is what facilitate a smooth transition through change.

Many organizations invest a lot of money in creating a strategy, but they don't provide their teams with the necessary tools to execute. Don't become a casualty of this mistake!


What’s been your leadership experience in the midst of change?

Are you a great leader who has some additional ideas to share?

Or have you been led by someone who inspired everyone through a difficult transition?


Please share your expertise and experience with my readers. Thank you!

Leadership Process

Leadership Process Diagram

The Leader is the person who steers an activity, the Follower is the person who performs the activity, and the Context is the situation within which the activity is performed. The diagram shows the way in which the Outcomes that are achieved are dependent on the leader, the follower and the context.

However, what's also shown here is the way in which the Outcomes feed back to affect the Leader, the Follower and the Context. For example, where the outcome is successful and both the leader and follower have been effective, the leader and follower may learn to trust one another more, and the context may become more favorable.

Figure 1 (below) shows how the components of the leadership process fit together.

Figure T: The Leadership Process
(Based on: R. B. Dunham and J. L. Pierce, Managing, Glenview IL: Scott Foresman 1989, Pg 556)


Note that the quality of the Leadership Process is shaped by all components within the system: the Leader, the Follower, the Context and the Outcome.

Leadership is therefore a dynamic, interactive process involving all four components. It is a working relationship, built up over time, that involves active exchange. The most obvious interplay is that of leaders influencing followers; but then, followers also influence leaders.
And of course, both are influenced by the context in which the exchange is taking place. The outcomes of the leader/follower exchange can cause changes in the context/followers/leaders, which will then influence future outcomes....

This interaction and feedback is vitally important because it shows the ongoing importance for the leader of investing in the relationship with the follower and in improving the context. Only then can the best outcomes be achieved.

Are Leaders born or made?

Portrait of a Leader

A Portrait of a Leader (Part 1)


At the age of seven, a young boy and his family were forced out of their home. The boy had to work to support his family. At the age of nine, his mother passed away. When he grew up, the young man was keen to go to law school, but had no education.

At 22, he lost his job as a store clerk. At 23, he ran for state legislature and lost. The same year, he went into business. It failed, leaving him with a debt that took him 17 years to repay. At 27, he had a nervous breakdown.

Two years later, he tried for the post of speaker in his state legislature. He lost. At 31, he was defeated in his attempt to become an elector. By 35, he had been defeated twice while running for Congress. Finally, he did manage to secure a brief term in Congress, but at 39 he lost his re-election bid.

At 41, his four-year-old son died. At 42, he was rejected as a prospective land officer. At 45, he ran for the Senate and lost. Two years later, he lost the vice presidential nomination. At 49, he ran for Senate and lost again.

At 51, he was elected the President of the United States of America.

The man in question: Abraham Lincoln.

~ Author Unknown



Many of us are familiar that it takes persistence to achieve victory. However, sometimes it's all too easy for us to think about leaders like Lincoln as "mythical creatures". We think of this kind of leaders as separate from the rest of humanity and empowered by some mysterious quality that smoothes their path towards inevitable success.

Many people think hat leaders are marked out for leadership from early on in their lives, and that if you're not a leader, there's little that you can do to become one.

However, that's not the way we see it now. The modern view is that through patience, persistence and hard work, you can acquire the qualities of an effective leader. And that then, just as long as you make the effort needed, you can lead successfully.

By the way, 'Are Leaders born or made?' is a hot topic of Jack Welch.

The series of these upcoming articles will help you find and develop these leadership qualities within yourself. It shows you how to look inside yourself and understand your own leadership strengths and weaknesses. It helps you build the passion, drive, will and vision that others find so inspiring, and it then teaches you the essential skills needed to turn this vision into reality.

Process:

• foundation of the modern view of leadership

• framework to realize your leadership potential.

• map out the structure


Leaders don't wait for an Invitation Letter

What are former U.S. President Lincoln's attributes?

What are the attributes that made him prevail against all odds to emerge as a great leader?

It amounts to sheer determination and a desire to lead, doesn't it?


This leads us to the most basic truth of leadership:

Leadership is a decision, not a position.


Action Steps:

Look around your workplace, your community. Have you seen situations where the person in charge, the boss, did not actually lead? And haven't you come across instances where a person without any defined authority has casually slipped into the leadership role?

Using the worksheet on the next page, list these instances. Note down the reasons you think that the boss did not function as an effective leader. And why was the person without any formal authority able to take over the role of leader?

Please share your comments on this blog! Thank you!

The Heart of Business Strategy

We usually think of business strategy as some sort of aspirational market positioning statement. Doubtless that's part of it. But I believe that the number one "strategic strength" is excellence in execution and systemic relationships (i.e., with everyone we come in contact with).
Start to integrate the following 21 rules and observe how your team's engagement improves - which ultimately leads to business growth and success.

1) Say "Thank you" to everyone even peripherally involved in some activity-especially those "deep in the hierarchy."

This works wonders! When did you leave the last time a little thank you note for your direct report or peer?
2) Smile.

A smile can be a door opener and can take the sharpness out of a situation.
3) Don't accept the "blame game."

When a mistake happens, let people take responsibility and give them the opportunity to fix it.
4) Hire enthusiasm.

Enthusiasm is contagious. Create an environment of joy and passion which will result in higher performance and better health.
5) Hire optimists.

Optimists know how to take calculated risks which results in innovation and progress.

6) Expose all would-be hires to something unexpected-weird. Observe their reaction.

If they are up to dealing with it, they will be ready with any unexpected situation in business. It also shows you how open-minded and flexible they are.

7) Become a student of all you will meet with.

You can learn from anyone. Be open to new information!
8) Listen and hear.

Not only listen to people; hear what they really say. You learn a lot just by listening

9) Construct small leadership opportunities for junior people within days of starting on the job.

You want to grow leaders and talents within the company.

10) Promote "people people" for all managerial jobs.

Not every super star is a good manager or leader. Choose people with great communication and social skills.

11) Hire and promote for demonstrated curiosity. Check their past commitment to continuous learning.

People who are curious are passionate, and they are willing to learn.
12) Choose diversity.

A healthy mix of people leads to growth.

13) Work on first and last impressions.

It takes only a few seconds to form a first impression about someone. The last impression is what people take with them.
14) Walls display tomorrow's aspirations and yesterday's accomplishments.

Both motivate and give you momentum
15) Simplify systems. Constantly.
16) Add "We are thoughtful in all we do" to corporate values list.

This is one of the highest values for customer loyalty and employee satisfaction.

17) Celebrate success!

Celebrate and reward success.

18) Manage your calendar religiously

Does it accurately reflect your priorities?19) Cultivate and Advisor/Sounding Board

Cultivate one advisor/sounding board whose role is to tell you the truth. Regularly!
20) Commit to Excellence.

21) Put "Excellence in all we do" in the values set and measure everyone on demonstrated commitment to Excellence.

Are your Actions aligned with your Corporate Values?

Definition

Operating philosophies or principles that guide an organization's internal conduct as well as its relationship with the external world. Core values are usually summarized in the mission statement or in the statement of core values.

Would you be able to talk to me about your Corporate Values? Do you know exactly what they are? Do you live by it?

I have recently read the head lines 'Corporate Values are in Vogue' in a Business Newspaper. Whoever wrote these headlines does not really understand Corporate Values.

It is no secret that the most successful businesses that were (and still are) leading companies over many decades, are the ones that have the foundation of the success triangle: Clear Mission and Vision, and meaningful Values.

Values are not just a few words that change depending on what's fashionable at the moment. They are long-lasting. No matter how fast business changes around us (and we have to be ready for change constantly), Values do NOT change. They are a part of the driving force. In his book 'Built to last', Jim Collins writes about his findings after studying for 6 years some of the most successful and lasting Companies. They were Visionary Companies with meaningful Values that had a higher purpose than just serve the company.

How many Companies have the values of providing and innovative environment - but they turn around and punish their teams for mistakes? How can you create an innovative environment if you don't let people try and make errors? Think back of how many attempts Edison and the Wright Brothers had before they were successful. Do you think they ever would have come up with these brilliant inventions if somebody would have constantly looked over their shoulder and put pressure on them not to "screw" it up?

Walk the talk!

Look at the values and give the teams around you everything they need to make these values a part of their daily work.

What are your Company's Values? Are you walking the talk?