We were thinking some more about the communication challenges that our survey respondents are asking us about. In our last blog we wrote about the need to tell the hard truth. What else do we think you need to know to really communicate well?
A phone call yesterday from one of our CEO clients sparked an idea. We had just completed a strategic planning process for an organization that he had recently acquired. One of the executives of that acquired company had said something to the CEO that he thought was important for us to hear.
He told us that the executive every year for 20 years he had participated in strategic planning, but had never been listened to. The plan was determined by two executives with only a perfunctory attempt at gaining perspectives from the rest of the executive team.
This executive told the CEO that for first time ever he really felt a part of the planning process. Because of that her felt real ownership of the plan and was excited about implementing it. But, what he said next is the most important point. Because he felt that he was truly listened to, he was much better able to listen to others instead of merely fighting for his point of view.
As questions, be open to different points of view. Do not push your point of view too hard. If you want to be listened to, start by listening to others.
Friday, June 6, 2008
Tuesday, June 3, 2008
Team Leadership and Communications
We have received hundreds of responses to our recent online survey asking people about their leadership challenges. If you have not already completed the survey please click here http://www.surveymonkey.com/s.aspx?sm=Wp9FUFQbA6G3MLxZacyKug_3d_3d and tell us about your challenges. Your input will help us develop products and services to help you.
One of the most common challenges leaders have shared with us is communicating effectively. As I reviewed the survey results and saw this concern expressed over and over again I was reminded of a situation that happened to me when I was a very young consultant.
I was working on my first merger integration. Two large healthcare organizations were coming together. I had just completed a series of focus groups with front line staff. One of their biggest concerns was that they believed that senior management was lying to them about whether there would be any layoffs as a result of the merger.
I am sitting in the Board Room with all of the senior executives. I told them about the staff's concern. The executives looked at each other, but no one said anything for several seconds. Then the Chief Operating Officer said something that stunned me; "Of course we're lying to them. If we told them the truth they would cause us all sorts of problems!"
What happened next stunned me even more. Nothing happened next. No one said a word. They just moved on to the next topic. No one cared that leadership was lying to the staff. There were layoffs, of course. Once they started the staff lost all trust for management. The best people began to leave the organization. Within three years the merged company was out of business.
The communication lesson here is to tell the truth even when it is hard. If you tell the truth even when it is painful to hear people will begin to trust you. When people trust you they will listen to you. If they listen to you they will follow your leadership.
Team leadership requires trust. Build it by telling the hard truth.
One of the most common challenges leaders have shared with us is communicating effectively. As I reviewed the survey results and saw this concern expressed over and over again I was reminded of a situation that happened to me when I was a very young consultant.
I was working on my first merger integration. Two large healthcare organizations were coming together. I had just completed a series of focus groups with front line staff. One of their biggest concerns was that they believed that senior management was lying to them about whether there would be any layoffs as a result of the merger.
I am sitting in the Board Room with all of the senior executives. I told them about the staff's concern. The executives looked at each other, but no one said anything for several seconds. Then the Chief Operating Officer said something that stunned me; "Of course we're lying to them. If we told them the truth they would cause us all sorts of problems!"
What happened next stunned me even more. Nothing happened next. No one said a word. They just moved on to the next topic. No one cared that leadership was lying to the staff. There were layoffs, of course. Once they started the staff lost all trust for management. The best people began to leave the organization. Within three years the merged company was out of business.
The communication lesson here is to tell the truth even when it is hard. If you tell the truth even when it is painful to hear people will begin to trust you. When people trust you they will listen to you. If they listen to you they will follow your leadership.
Team leadership requires trust. Build it by telling the hard truth.
Tuesday, May 13, 2008
The Secret of Motivation in Team Leadership
We received some interesting results from our recent survey on team
leadership. One of our questions was what people found most challenging about team leadership.
We received many answers about strategic planning, decision making, communications and so forth. But, a challenge that many people expressed is how to motivate their team.
We are going to make this easy for you. To motivate your people you do not have to be “motivational”. You do not have to be charismatic or even a particularly skilled communicator.
Just do one simple (but incredibly powerful!) thing. MAKE THE LIST OF THINGS YOUR PEOPLE ARE DOING MATCH THE TIME THEY HAVE TO DO THEM.
This is a leadership skill that most managers do not have. It is a skill that is rarely, if ever, taught in management training programs. But, it is the most important aspect of team motivation.
People are motivated when they feel like they are making progress. If their task load is always more than they have time to do they will feel like they are spinning their wheels.
As the leader you can fix this and tap into the power of a motivated team.
To your continued success,
Rob Linn and Rich Ottaviano
www.successfulleadershipskills.com
leadership. One of our questions was what people found most challenging about team leadership.
We received many answers about strategic planning, decision making, communications and so forth. But, a challenge that many people expressed is how to motivate their team.
We are going to make this easy for you. To motivate your people you do not have to be “motivational”. You do not have to be charismatic or even a particularly skilled communicator.
Just do one simple (but incredibly powerful!) thing. MAKE THE LIST OF THINGS YOUR PEOPLE ARE DOING MATCH THE TIME THEY HAVE TO DO THEM.
This is a leadership skill that most managers do not have. It is a skill that is rarely, if ever, taught in management training programs. But, it is the most important aspect of team motivation.
People are motivated when they feel like they are making progress. If their task load is always more than they have time to do they will feel like they are spinning their wheels.
As the leader you can fix this and tap into the power of a motivated team.
To your continued success,
Rob Linn and Rich Ottaviano
www.successfulleadershipskills.com
Monday, May 5, 2008
The First Sin
The first “deadly sin” discussed in our newsletter opt-in bonus is, “Put yourself first…your people and the organization lower or non-existent”. This sin comes first in the document because it is one of the most important to avoid if you plan on being a successful leader. A good leader has many qualities, an important one being that they help to cultivate other good leaders. You can accomplish a lot by yourself, but you can accomplish a lot more with great people working for you. A selfish leader will try to get all of the best projects, all of the praise for a job well done, and make sure they are always in the spotlight as the best of the best. A good leader will get all of those things and more while helping others to achieve it for themselves. Recognize the potential around you and become an even stronger force in your business. Your organization will be more successful as a whole and you will be doing your part to drive it there.
To your continued success,
Rob Linn and Rich Ottaviano
www.successfulleadershipskills.com
If you have any questions or comments about “The 7 Deadly Sins of Leaderships”, please post here or email us at info@successfulleadershipskills.com
To your continued success,
Rob Linn and Rich Ottaviano
www.successfulleadershipskills.com
If you have any questions or comments about “The 7 Deadly Sins of Leaderships”, please post here or email us at info@successfulleadershipskills.com
Friday, May 2, 2008
The Seventh Sin
If you’ve signed up for our newsletter you’ve received the “7 Deadly Sins of Leadership”. The seventh sin is “Use Rumor and Innuendo For Decision Making…Ignore Facts and Logic”. We’ve built a successful consulting business by guiding our clients to make all decisions based on facts and logic. Think about it, makes complete sense doesn’t it? Then why do so many people make the mistake of honoring rumors and selective opinions when making decisions? Could be that they are guided by emotion, low confidence, over confidence…the list goes on.
Whatever the reason, get rid of it. When you are faced with decisions the very first question you should ask yourself is, “what are the facts and logic of the situation?” Do your research to answer this question honestly. Don’t let one or two people tell you what is going on in your organization. Dig deep and get to the truth before you make decisions. Build a reputation of being a reasonable and great leader by letting facts and logic guide you. You will earn more respect as a wise decision maker if you avoid the seventh sin.
To your continued success,
Rob Linn and Rich Ottaviano
www.successfulleadershipskills.com
Whatever the reason, get rid of it. When you are faced with decisions the very first question you should ask yourself is, “what are the facts and logic of the situation?” Do your research to answer this question honestly. Don’t let one or two people tell you what is going on in your organization. Dig deep and get to the truth before you make decisions. Build a reputation of being a reasonable and great leader by letting facts and logic guide you. You will earn more respect as a wise decision maker if you avoid the seventh sin.
To your continued success,
Rob Linn and Rich Ottaviano
www.successfulleadershipskills.com
Tuesday, April 22, 2008
The Fifth Sin
The fifth deadly sin in “The 7 Deadly Sins of Leadership” that you received when you opted into our newsletter was “Throw your people under the bus”. This seems to be a natural response for some people when something goes wrong. People don’t want to deal with the possible consequences the mistake will bring, so they are quick to make sure that everyone knows that they are not at fault.
Nobody likes to be blamed for something that went wrong. But with many mistakes it doesn’t even matter who was at fault, what matters is that the situation is fixed and that steps are taken to ensure that it does not occur again. Placing blame will only delay fixing the mistake.
As we advised you in “The 7 Deadly Sins of Leadership,” the next time something goes wrong take personal accountability for it. Instead of placing blame take a moment to consider the problem and be the first to come up with the solution. Show that you’re up for any challenge and that you are a leader who will take accountability, take action and make good things things happen!
Nobody likes to be blamed for something that went wrong. But with many mistakes it doesn’t even matter who was at fault, what matters is that the situation is fixed and that steps are taken to ensure that it does not occur again. Placing blame will only delay fixing the mistake.
As we advised you in “The 7 Deadly Sins of Leadership,” the next time something goes wrong take personal accountability for it. Instead of placing blame take a moment to consider the problem and be the first to come up with the solution. Show that you’re up for any challenge and that you are a leader who will take accountability, take action and make good things things happen!
Tuesday, April 15, 2008
Leadership Development Program For One
Yesterday we published the April issue of our monthly newsletter. In the article titled, “Moving Beyond the Leadership Cult of Personality,” we advise executives to develop a model of leadership for their organization and measure all leaders against it.
What we imply in the article is that this should be done for every leader. This is the best way we know to transform an entire organization.
But, what if you are an individual leader trying to get better and do not have the CEO-level authority to initiate an organization-wide leadership development effort? Can you use our advice to create a “leadership development program for one?”
Absolutely, yes! Define you personal list of leadership principles. Ask people close to you in your organization to give you feedback on how you are doing in leading according to those principles.
You may not transform your whole organization, but you will transform yourself!
If you do not already receive our free monthly newsletter, please go to SuccessfulLeadershipSkills.com and sign up!
To your continued success,
Rob Linn and Rich Ottaviano
What we imply in the article is that this should be done for every leader. This is the best way we know to transform an entire organization.
But, what if you are an individual leader trying to get better and do not have the CEO-level authority to initiate an organization-wide leadership development effort? Can you use our advice to create a “leadership development program for one?”
Absolutely, yes! Define you personal list of leadership principles. Ask people close to you in your organization to give you feedback on how you are doing in leading according to those principles.
You may not transform your whole organization, but you will transform yourself!
If you do not already receive our free monthly newsletter, please go to SuccessfulLeadershipSkills.com and sign up!
To your continued success,
Rob Linn and Rich Ottaviano
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