Guest Article: The Lost Art of Leadership Savvy by Jay Kuhns, SPHR

I'm often asked about the work I do, the issues I deal with, and the tasks necessary for me to be successful. I run through my story and explain how cool my company is, and discuss some of the innovative work we do to support our clients.

But there is an essential component of the work I'm involved with that is very difficult to explain...

...the ability to demonstrate leadership savvy in the face of questions, challenges, or outright crisis.

In my twenty years in leadership roles I've identified a few key elements that can make or break both new and well tenured leaders.

Understand the Organization

This sounds absurd, right? How could someone in a leadership role not understand how the organization operates, generates revenue, and takes care of it's talent in the modern world? It is quite simple actually, and here's how I've seen it happen over and over again.

Bright leaders who specialize in a certain discipline (finance, accounting, information technology, human resources, nursing, operations, marketing, executive leadership, etc.) rise through the ranks based on their ability to lead their specialized scope of responsibility. 

What they fail to do is think across the enterprise and ask questions:

- How does my work impact the organization's ability to generate revenue?

- What is the current state of talent attraction and retention and what specifically do I need to do to ensure I support the organization?

- Do I consciously live the values of the organization and role model them 100% of the time to all of those employees that are watching  me as a leader?

Challenge yourself as a leader...it's what you're getting paid to do.

Humility

The savvy leader not only understands the organization, but is also courageous enough (yes, courageous) to be humble. This is where so many talented leaders fail miserably. 

They may say all the right things (or at least most of the time say the right things); however, their delivery is so poor, and their behavior often does not match their words.

Think for a moment about the leaders that dominate meetings, talk and talk and talk, and insist their view is the "right" one. 

Do they earn the respect of the team; or are there eye rolls, smirks behind their backs, and a sense of fear among their team that unless they comply there will be consequences?

"When the focus of the work is no longer about proving how valuable you are, and shifts to making everyone feel valuable and understanding all of the work being done...that is leadership savvy."

How About You

What steps are you taking to ensure you are a savvy leader? Are you quick thinking on your feet? Are you keenly aware of the negative energy in a room, and you understand what the real dynamics are that are playing out? Can you connect all of the drivers in an organization and understand how they fit together?

What about your colleagues who've lost their way? Have you had the hard conversation with them to help them get back on track? That's part of our job too, right?

I'd love to hear from you.

No Excuses.

pic

Article source:Jay Kuhns, SPHR - The Lost Art of Leadership Savvy»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Leadership Greatness Springs from Within by Jennifer Miller

“Leadership greatness springs from within.  So you’ve got to go in.”

That’s what Bob Anderson, Chief Development Officer of The Leadership Circle told me when I interviewed him for his recently published book, Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results.

What does Bob mean by “going in?” It all starts with what Anderson calls one’s “inner game” – the inner workings of our mind that comprise who we are and how we “show up in the world.” (Another one of Anderson’s favorite phrases.) If you’re going to be an effective leader, you’ve got to take a look deep inside, which requires “going in”, digging deep and figuring some stuff out. Only then will you perform at your best as a leader. Here’s how Anderson explained it to me:

As a leader, you need a well-honed “outer game” – your knowledge, skills, and your experience. You are not effective if you don’t develop that. When it comes to developing leaders, [most organizations] focus primarily on the outer game. Yes, that’s important. What they largely miss is developing the inner game. For most it is not business relative. At The Leadership Circle we think that extraordinary leadership is a strong outer game arising from a really mature, evolved inner game.

Bob went on to explain that this “inner game” is similar to a computer’s operation system.  “It’s like when we moved from the DOS operating system to Windows,” Bob explained. Making that computer upgrade allowed computer users to do more with less, with greater creativity and speed. In much the same way, a leader who operates from a more mature internal “operating system” is also more creative and agile.

“Extraordinary leadership is a strong outer game being mediated by a higher order operating system.”

The inner game runs the outer game. Simple as that.

But just because it’s a simple premise does not mean it’s an easy fix. When you delve into “Mastering Leadership’s” chapters, you’ll see that the process of introspection isn’t for the faint of heart. Yet know this:  if you decide to go on the journey, you will be richly rewarded. I personally experienced the breadth and depth of The Leadership Circle’s concepts over a decade ago. To this day, I draw upon the insights garnered during that powerful time in my personal leadership development.

Think you are ready to upgrade your own internal operating system? Pick up a copy of “Mastering Leadership” to learn more. You’ll need a coach to help sort things out. I’ve worked with many of The Leadership Circle coaches over the years. They’re all excellent. Drop me a line and I’ll give you a few names.

 

Disclosure: I received pre-publication copy of this book for review purposes. Some of the links in this post may be affiliate links, which means if you make a purchase, I receive a small commission. I only review materials that I think will be useful to my readers. Of course, you should draw your own conclusions and decide for yourself what is valuable.

Article source:Jennifer Miller - Leadership Greatness Springs from Within»

Guest Article: If I Could Be Anything by Jay Kuhns, SPHR

That’s easy, I would definitely be a...

Formula 1 driver...they have the best job because they influence so many people.

Singer in a metal band...they have the best job because they influence so many people.

Hollywood actor...they have the best job because they influence so many people.

Novelist...they have the best job because they influence so many people.

Talk show host…they have the best job because they influence so many people.

Famous composer…they have the best job because they influence so many people.

World leader...they have the best job because they influence so many people.

How About You

Wait a second, maybe I all ready have the best job? 

Maybe you do too?

I’d love to hear from you.

No Excuses.

pic

Article source:Jay Kuhns, SPHR - If I Could Be Anything»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Are you 'touching base' ... and pouring your credibility down the toilet? by Ross Clennett

Is it possible to come up with a more clichéd reason to call a client or prospect than 'I'm just touching base'? I cringe if I ever hear a recruiter say that hackneyed phrase. They may as well just say 'I can't be bothered thinking too hard about what I should say but I hope you will talk to me'. It's the ultimate in recruiter laziness. And it's just as prevalent now as it ever was. No
Article source:Ross Clennett - Are you 'touching base' ... and pouring your credibility down the toilet?»

Check out more of Ross Clennett's work at hisblog

You have to be kind to be kind – Employee wellbeing through the Holidays

The old saying “you have to be cruel to be kind” may not be the best advice around the holiday period. Research has found that employee stress and depression levels increase over the Christmas and New Year period. While we understand that giving everyone leave over this time is not always an option, there are ways in which you can support an employee’s wellbeing throughout the festive season. 

During Christmas, it is not uncommon to experience financial pressures from debts, gifts and celebrations; family pressures due to hosting or attending gatherings (or a lack thereof). To add to the mounting social pressures, work pressures accumulate as New Year deadlines approach.
The mental health (and general wellbeing) of you and your team is vital to ensure you are able to contribute creatively and productively, and avoid droning on to get through difficult times where your efforts and output (and let’s not forget satisfaction) may suffer. 

Here are 3 tips to motivate you and your team to safeguard general mental health at this time of year:

1. Keep an eye out for red flags
While it is normal to experience a degree of pressure and frustration at this time of year, it’s important to note when this may become a larger problem for some employees. If a colleague (or yourself) appears sleep deprived, aggressive, anti-social, or negative, or may just appear down, this may be a sign that the stress they are experiencing is at an unreasonable level.  

If you see someone acting out of character for a long period of time, let them know you’ve noticed their behaviour is different and ask them how things are going. Be prepared to hear the response when you ask someone if they are ‘OK’, whether their response is positive or negative. They do not expect you to be able to fix their problems; all you need to do is listen as often people just need to talk something through. 

2. A little empathy or gratitude goes a long way
It cannot be overstated – a simple word of appreciation or understanding can motivate and encourage anyone. You don’t need to organise an elaborate event to thank work colleagues, as genuine personal encouragement can be enough to brighten their day or change their perspective. Go beyond sending an email - genuine communications are best done face-to-face; or, if you are competing with different locations, then a phone call is appropriate. 

3. If possible, review workloads
Stress occurs when our demands exceed our resources. Quite simply, staff may not have enough time or the resources to get the job done to the required standard. Pay close attention to whether work is being completed late or to a reduced standard than normal. Issues such as these may occur due to under-staffing and over-loading rather than a lack of enthusiasm or competence. Communicate these concerns with employees and investigate the cause of any issues. A good analysis to establish the root-cause of an issue is asking “why” 5 times to a response.

While Christmas is a stressful time of year for many, effective management through communicating with and supporting those around you can have a snowball effective to put the peace, love and joy (and the employee productivity and satisfaction) back into the festive season! 

Guest Article: Mastering Leadership – A Roadmap for Personal Transformation by Jennifer Miller

Few would argue that “leadership effectiveness” is one of the most important elements of business success. Yet, how many leaders in their organizations make their own leadership development a top priority? Even fewer set out to make a monumental personal transformation along the way.

Yet that just what’s needed in today’s complex work world: leaders willing to look inside themselves to initiate a personal transformation. This deep work on one’s “inner game” will create leaders who can navigate the complexity and volatility of the business environment—and do so with compassion, courage and character.

An ambitious new management book aims to help those willing to partake in self-reflection towards personal mastery. Drawing on seminal works in psychology, human development,  management theory and more, Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results creates a roadmap for the ambitious journey of personal development.

Authors Bob Anderson and Bill Adams write that Mastering Leadership is “two books in one.” The first half is written for executives and lays out the business case for the intense personal reflection the authors describe in the second half of the book. In Part One, Anderson and Adams define their “Universal Model of Leadership” which is the frame for the remainder of the book. Part Two of the book explores the varying theories that comprise their leadership model. There is also detailed explanation of what they call their “Leadership System”, which includes “The Leadership Circle” 360-degree assessment.

It’s a very comprehensive model and one that’s best left to those very familiar with it to describe. Thankfully, Anderson and Adams’ team have put together an excellent video overview. You can watch it here.

At over 300 pages, Mastering Leadership is not a quick read. And that’s OK with Bob Anderson. When I interviewed Anderson in advance of the book’s publication, he told me that he and Adams want their book to “advance the field and shift the way we approach developing [leaders]” in much the same way that Peter Senge’s Fifth Discipline did in the 1990’s. Speaking of Senge’s work, you will find him and many other thought leaders such as Peter Block, Robert Kegan and Lisa Lahey credited within the pages. Anderson and Adams say much of their leadership model was inspired by these thought leaders. What’s different about Mastering Leadership is that the framework takes the best theories in leadership, organizational development, and psychology and integrates them all into one model for leadership development.

Who should read this book? The authors say that the book is for “CEOs and senior leaders who know that leadership effectiveness drive organizational performance and there must be a better and faster way to develop effective leaders.” I would add that these leaders must also be willing to take a long, hard look at themselves, because this is where Anderson’s and Adams’ model starts. “At its core,” Anderson told me, “this book is an invitation to take [one’s] inner game more seriously.” There are no quick fixes here; executives seeking to use the concepts in this book must be ready to examine their own beliefs the ways in which they contribute to the dysfunction of their team.

This book will also be extremely helpful for practitioners and coaches in the organizational development field. Again, a caveat: for the concepts in this book to be truly effective, managers in the senior-most levels of the organization must be willing to participate. Otherwise, it will be a mostly academic exercise for the reader.

This is a well-written book with the power to change lives. And I’m not speaking hyperbolically. Here’s my proof source: in 2003, before Bob Anderson met Bill Adams, Bob created the basis for this leadership development model. It was called the “The Leadership Circle.” At that time, I used The Leadership Circle in a leadership development program for a nationally known insurance agency. Participants who used the coaching and the 360-degree assessment routinely called the experience “life changing.” It’s been over a decade since I’ve had the privilege of working with Bob Anderson and it’s a pleasure to see that his incredible work has been pulled together in a book that can be shared with so many more people.

Disclosure: I received an advanced copy of this book for review purposes. Some of the links in this post may be affiliate links, which means if you make a purchase, I receive a small commission. I only review materials that I think will be useful to my readers. Of course, you should draw your own conclusions and decide for yourself what is valuable.

Article source:Jennifer Miller - Mastering Leadership – A Roadmap for Personal Transformation»

Guest Article: Teach or Stop Leading by Jay Kuhns, SPHR

"No one learns as much about a subject as one who is forced to teach it."
- Peter Drucker

Expectations
The leadership lens I use to see the world often tricks me. I am accustomed to talking about leadership behavior, leadership style, leadership savvy, and perhaps most important of all...leadership presence.

I expect myself, and other leaders (including new ones), to perform at a high level. Candidly, that's not entirely fair. But then again...it's not about being fair. Leadership is about doing the hard work...making the difficult decisions...and being both strong enough and humble enough to deliver your words with confidence.

Opportunity
When we see new leaders struggling to establish their executive presence what do we do? Are we quick to criticize to justify our own shortcomings?

When we see early careerists trying to contribute and they fail mightily what do we do? Are we quick to admonish and embarrass to justify our own authority and power?

When we see an experienced leader who has clearly lost touch with how the world works what do we do? Are we quick to write them off as old school and no longer valuable despite their years of experience?

We have an opportunity to teach them. We need to demonstrate what it means to be effective today. We need to use questions to help them understand without sounding arrogant. 

We need to know what we're talking about before we teach them.

How About You
When do you intervene to support a colleague? Is it to provide constructive criticism; or, is it something more? Think about a time when one of your role models supported you. It was powerful wasn't it?

I'd love to hear from you.

No Excuses.

pic
Article source:Jay Kuhns, SPHR - Teach or Stop Leading»

Check out more of Jay Kuhns' work at No Excuses HR