When you are leading others, have you ever considered who are you as a leader? Your leadership point of view can help you stay aligned with your values and build trust and respect between you and your team members.
Posts by Chris Edmonds:
Every day we face choices about what we should or should not do. We have to consider what tools and techniques enable leaders and their team members to always do the right thing.
There are several insights anyone can gain from an effective, genuine leader. As a genuine leader, you should be bold about your values and about the behaviors you must demonstrate to live your values. Share them. Ask your staff to help you live them. Connect to each of your team members. Learn and support their plans, hopes, and dreams. Let people know you care – and they will care right back. Demonstrate your skills in the workplace and help others build their skills. Be bold about the skills you DON’T have, yet, and ask for coaching from players who do have those skills. Commit time, talent, and treasure to personal and company philanthropy. Share what you have with those less fortunate, not just during the holidays, but all year long.
Bullying causes immense personal grief as well as inhibiting employee work performance and work passion. Even so, it is all too common that bullying is ignored in organizations. Bullying often takes the form of subtle behaviors over time as opposed to bold actions – so, it can be difficult to gauge if a particular boss or employee is bullying.
Often whenever a change is introduced, especially when there is a strong following involved, there is going to be resistance. A recent study revealed that the well-known target of 10,000 steps a day will boost our health is a complete fallacy. Science wasn’t the foundation for that daily target. Lead researcher and Harvard professor I-Min Lee noted, “It likely derives from the trade name of a pedometer sold in 1965 by Yamasa Clock and Instrument Company in Japan called Manpo-kei, which translates to ’10 000 steps meter’ in Japanese.”
Changing daily practices is about creating new habits: clarifying desired practices, evaluating current practices, then closing any gaps. Research says that developing new habits requires demonstration of new behaviors for 21 days – and there’s no time like the present to start!
Are the stories being told within your organization today the kind of stories that clarify your desired culture? Storytelling is one of the most effective and impactful methods for communicating the desired culture of your organization to its members. For centuries, tribes of all kinds have utilized storytelling to support their desired culture. In man’s early history, those stories were told around the campfire each evening, with tribe members going to sleep with a clear image of preferred tribe behaviors, values, and norms in their minds.
During a session with a culture change client, the organization’s president had an epiphany: “For 30 years I thought my job was to manage processes and results. This culture change journey has helped me redefine my job – to manage people’s energy.”
Cornell University professor Dr. Tony Simons’ powerful article, “The High Cost of Lost Trust,” appeared in the Harvard Business Review in 2002. In that piece, he described his team’s efforts to examine a specific hypothesis (“Employee commitment drives customer service”) in the US operations of a major hotel chain. They interviewed over 7,000 employees at nearly 80 properties and found that employee commitment drives customer service, but, most critically, a leader’s behavioral integrity drives that and more.
Over 30 years ago I had a conversation with a teenager that caught me completely off guard – and reminds me of a valuable principle to this day. While I have a very well-honed skill for catching people doing things wrong – if I want to be an effective leader, I need to catch people doing things right. I work on this every day, with clients, peers, and bosses – greatly because of the jumpstart this conversation gave me.