Crack the Leadership Code: Lead with Confidence, Inspire Performance and Make a Difference

Hosted by Dr. Michelle Pizer

The 21-day event has just begun--and it is FREE!

Click to reserve your seat! <www.cracktheleadershipcode.com>

We hear all the time about the suffering of employees, but what about the silent suffering of leaders? The truth is, leadership can be lonely and we need a place to reflect and learn.

Thats why Im speaking at Dr. Michelle Pizers special summit, along with 20 other leadership experts. Dr. Michelle Pizer is an executive coach and organizational psychologist bringing credibility and compelling strategies to the idea that great leaders arent born - theyre bred.

Great leadership is a mindset. It’s not just about getting the job done; it’s about how you get it done. It’s about humanizing the workplace.

Over the course of the 21 days of the summit, learn essential skills from conversational intelligence to finding your charisma and cultivating talent in today’s changing business environment.

No matter where you are in the hierarchy, you can turn your silent suffering into productive and dynamic leadership and your employees will thank you for it. That’s good news for the workplace – and good news for the bottom line.

Crack the secret code of leadership.

Click <www.cracktheleadershipcode.com> to register. 

Nobody Follows A Tentative Person

I was standing at the meat counter at the local market and watched a leadership principle unfold before me: Nobody Follows a Tentative Person.

Normally, they have little slips of paper with numbers that make the process run smoothly: take your number and wait for it to be called. But they ran out of numbers. Which meant we had to figure out for ourselves who was next.

The nice part: people were concerned about not "butting" ahead.Meatcounter

The bad part: as a result, when the butcher yelled, "Next", there was a lot of shuffling, faux self-deprecation, and confusion. No meat was moving out of the display case.

Finally, someone said strongly, "I believe I am next" and, at the same time. stepped forward right in front of the butcher. Following her move, there was a similar response at the ensuing, "Next!"

The "Aw, Shucks Shuffle"

This struck me as being similar to what we often see in meetings and presentations. In an effort to not want to stand out or seem "pushy", meeting leaders or speakers do the "Aw, Shucks Shuffle".  The result: people in the room wait forever--uncomfortably--to get to the topical meat counter.

It's popular to want to seem like "one of the guys" and do the "we're all equal" thing.

We're not. When you are in front of a room you've been given the responsibility to lead the rest of the group.

So remember: no one follows a tentative person.

Self-Awareness Matters

Organizations gain a lot more from leaders who take responsibility for what they know they don't know than from leaders who pretend to know everything.

Self Awareness Dog MirrorWhat recently occurred to me in an "aha" moment is this: self-awareness is one of the most valuable leadership competencies, yet it is one of the least discussed. In an effort to appear task-focused and "business-like," organizational feedback often gravitates toward hard skills and competencies that are more easily measurable. 

Have You Thought About This?

People who don't know their strengths and weaknesses actually tend to overestimate themselves. Research literature and my own coaching experiences have shown that poor self-awareness leads to poor performance and, frequently, termination. 

We live in a highly competitive culture. I've watched more than a few leaders and leader wannabes try to appear as if they know everything all the time. They believe that if they don't, people will question and even challenge their capability, undermining their leadership effectiveness. In fact, the opposite is true. Whether you acknowledge your weaknesses or not, those around you still see them. The result: trying to hide a weakness actually magnifies it, leading to a perceived lack of integrity and, ultimately, trust. 

Knowing yourself helps you use your strengths better, develop where you can, and avoid or compensate for areas where you are unskilled or just plain unsuited. 

The simple truth: People who know themselves better do better.

 

Changing Something? Start It Right

If you're about to change something, remember that it's your change.

You've thought about what you want to do--most likely for a long time. You've weighed the risks and benefits. You've visualized what things would look like if your new idea/project/improvement is implemented. You've even thought about at least some of the details. But most of all. . .

You are convinced of it's worth and you feel good about it.

Hey, I'm pumped up! Why isn't everybody else feeling good? 

When you introduce your new thing, you are at the end of your process. Everyone else is at the beginning. They can't get to where you are without you laying out your full process--including your own apprehensions.

50-reasons-not-to-change

What have you needed in the past to commit to someone else's new idea? Think about it and see if these match pretty closely

To maximize your chances of gaining commitment, be real and. . .

1. Tell people what you want to accomplish.
2. Tell them what led you to believe it's important to them and to you.
3. Tell them your own struggles along the way.
4. Tell them how long you've been thinking about it.
5. Tell them you are committed to it.
6. Tell them your plan for helping them be able to do "it."

Then give people a reasonable amount of time to think about it, question it, be uncomfortable with the newness of it, begin to accept it, and then be involved with how it will be  implemented.

How long will it take?

Depending upon the size of the change, the time line for building critical mass of acceptance and action will vary. Your relational behavior--physical presence, clarity, direction, ability to listen, and encouragement--will help determine  your success.

Remember that it's your idea. Do what it takes to help make it their idea. Well, that sounds manipulative. I hate manipulative.  Let's look at it this way: It's your idea. But ownership by others comes through being allowed to use one's own ideas for the implementation. After all, the people involved know best how their operations work.  So let other people develop and mold the "how to." Then provide a reasonable amount of time along with your support.

The outcome: you stand a great chance of other people making your idea even better in the process. Everybody gets a chance at creating something new.  Satisfaction and success follow.

Big win for all concerned.

Tell The Truth About Talent

If you want to be the person who offers real value in a Talent Management discussion, then be the person who demands the truth about performance.

Organizations are all about power and equilibrium. Over time, "conventional wisdom"  creates the list of high potential candidates. Then, at "developmental discussion" time the same names often keep popping up, unquestioned.

Seek TruthPreparing for a keynote at a healthcare conference, I interviewed some CEO clients and their direct reports. The question: "What would make a manager or HR director a leader in your eyes?" The answer: "Ask the hard questions when a name is proposed for promotion or a new assignment." 

The execs shared how easy it is to have someone perform well in one assignment, then have that single success create a "career aura." When it comes time for succession planning and development, no one really questions the totality of the individual's success.

The lesson for all of us: Ask for the evidence. Value rests with the one who helps uncover the truth about performance.

Your organization's future depends on it.

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Steve Roesler, Principal & Founder
The Steve Roesler Group
Office: 609.654.7376
Mobile: 856.275.4002

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