Leadership Caffeine—Ideas to Help You Adjust Your Attitude and Improve Performance

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

While Woody Allen offered, “80 percent of success is just showing up,” I might politely suggest the phrase is missing a key ingredient: attitude.

There’s a profound difference between showing up and showing up with the right attitude.

Our attitude is visible on our faces, discernible in our words and palpable in our body language. If you’re having a bad attitude day, month or lifetime, you can be certain that everybody you come in contact with knows it and feels it. When you walk into a room with a lousy attitude, it’s like a storm front approaching. Everyone sees it and wonders how bad it’s going to get.

The impact of a lousy attitude extends quietly outward, systematically poisoning the working environment.

Think of managers you’ve worked for that projected a pissed-off, mad at being born and madder at having to deal with you and your colleagues, demeanor. What did that feel like?  How did people react to this person? How effective was this leader?   (And while you would like to believe that these characters don’t end up in leadership roles, inexplicably, they do.)

Alternatively, think of managers and leaders you’ve encountered that projected a pragmatically positive perspective, even in the darkest of times and most troubled of situations. Their impact creates a ripple effect that promotes progress, problem solving and innovation. Positive leaders beget a positive environment.

Of course, even genuinely positive people have bad moments as well. I found myself recently in a setting where I couldn’t find a single positive reason why I was there and it took every ounce of energy to attempt to remain engaged and interested. I suspect I failed. For others, the speeding ticket on the way to work, troubles on the home-front, the shadow of a family member’s illness or any one of a number of life’s issues can put pressure on the best of attitudes.

Regardless of circumstances, when you hit the office, it’s best to mentally shift gears and focus on your bigger purpose.

Preparing Your Attitude is a Daily Ritual:

I love the daily ritual for “preparing her attitude,” shared by one manager in a workshop.  “Every morning, after arriving at work, I sit in my car for a few minutes and think about how I will measure success today. I focus on the impact that I want to have on people around me, and I remind myself that I’m in my role as a leader at the discretion of those I serve. This act of focusing helps me push out all of life’s and the morning’s stress points.”

Priceless advice for success! I’ve suggested this to a great number of coaching clients and they’ve applied it to success. So, if you walk past a colleague sitting in her car in the parking lot, lost in thought, know that she’s simply adjusting her attitude for success in the upcoming work day. Perhaps you should give it a try, you and your colleagues might be pleased with the results!

In case you are in need of a little attitude adjustment, consider the following ideas:

5 Ideas to Help Prepare and Sustain a Positive Attitude:

1. Vow to measure success by progress made, not distance left to travel. Instead of focusing on the magnitude of workplace problems, consider how important it is for you and your team members to take positive steps towards resolving them. Turn your attention to identifying obstacles that you can clear away and plan on valuing your daily success by how far you’ve helped team members travel.

2. Shift your view on the workplace as battleground. Nothing poisons an attitude more than viewing the workplace as a battleground filled with adversaries or enemies. Every meeting isn’t a fight…it’s an opportunity to exchange ideas and develop approaches. The person arguing with you likely has an underlying interest that he/she has not disclosed and yet you seem to be fighting over positions. Strive to understand by asking questions and then strive for agreement on positions. If you’ve burned bridges across the workplace, resolve to invest time every day in repairing at least one relationship. If necessary, be the bigger person and apologize. And then move forward.

3. Rethink and reset your daily priorities. What are the most important items you must make progress on today? Chances are they don’t involve clearing your e-mail in-box, rearranging your office or sitting in seven status update meetings. Too many managers navigate their days without making serious headway on the issues that will move the performance indicator for the firm and the team. Mentally reorder your priority list and put the people and problem issues you’ve been avoiding at the top of the list.

4. Plan to quality-check yourself in real-time. Ask yourself after every encounter: “Did I live up to my commitment to help?” If the answer is, “no,” retrace your steps and fix the problem immediately.

5. Remind yourself: “Be kind, for everyone you meet is fighting a great battle.”  Whether it’s the speeding ticket, family challenges, self-esteem issues or career frustration, every person you encounter is waging some internal battle. Respect the person and impact them positively and you will be easing that burden just a bit. Empathy is a virtue in leaders.

The Bottom-Line for Now:

You choose your attitude every-day and for every encounter. Spend a few minutes today reminding yourself of the responsibility you have to serve and help others, and prepare your positive attitude before you walk in the door. And when you end your day, remember to measure your successes instead of dwelling on your failures.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

 

Leadership Caffeine—In Praise of Mistakes Made for the Right Reasons

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

The true test of your leadership character isn’t measured by the absence of mistakes, but rather by the mistakes made in pursuit of growth and learning AND how you conduct yourself once you’ve made a mistake.

Show me a mistake-free leader, and I’ll show you someone hiding from the real issues confronting the business: people and strategy.

People:

People are complicated. In spite of the myriad of assessment tools at our disposal, selection is still a judgement call with all of the inherent risks and biases of human decision-making. And the challenge of aligning skills and experiences with tasks while searching for that spark that stimulates people to work at their creative best is truly much more art than science.

You will make mistakes on people. Make them for the right reasons. Taking a chance on good people for the right reasons is worth the risk every day.

Remember, character always gets a positive vote. After a certain age, character is formed and nothing you can do will alter someone’s core character. You cannot change someone. Assess character carefully. Look for behavioral examples around values, and if the view is dissonant, it’s a non-starter.

Passion and desire are powerful reasons to take a chance on someone, even if others around you suggest this person isn’t right for a role. I like betting on the underdog if I’ve done my homework on the individual. Taking chances on people who show that extra spark is part of the essence of leadership. Much like character, you cannot teach passion, you can only help it emerge.

The greatest rewards I’ve enjoyed as a leader come from those people I selected against popular wisdom because I saw something. Of course, “something” is hard to codify and I’ve been wrong here as well. It doesn’t mean I will stop taking chances.

Strategy:

Much like the challenge of selecting and inspiring people to apply their talents, strategy is filled with ambiguity and uncertainty. Choosing what to do and importantly, what not to do is a core management task, yet human judgement in all its brilliance and all of its flaws is once again at the center of strategic decision-making.

Even in our data-driven world, selecting and then executing a strategy is like walking through a minefield on a fresh lava-flow blindfolded. There’s a high probability that somewhere between choice of path and the journey down that path, you will misstep with painful results. Assuming the essence of the strategy is sound, often, you can recover, adapt and proceed from execution missteps. These non-fatal errors are powerful learning experiences, teaching you and everyone around you how to spot gaps, fill in blind-spots and redouble efforts to get execution right.

While many view strategy as an event, with an outcome that is carved in granite and the granite set in concrete, in reality, it is effectively a testable hypothesis backed by a series of experiments. In a military metaphor, you engage in a series of skirmishes designed to test defenses and learn terrain, and then you push to conquer the ground. These skirmishes are the teaching experiences and your mistakes here are part of the process of figuring out how to get it right. The only mistake is not to decide to take action.

The best leaders I’ve worked around understand the need for the missteps. No one actively seeks them out, but they are an inevitable part of the pursuit of success.

The Bottom-Line for Now:

The least interesting professionals to me are those who cannot articulate a litany of mistakes on their way to their successes. The absence of mistakes…or, the unwillingness to admit prior mistakes is a character flaw and as mentioned above, there are no compromises when it comes to character. There’s no guarantee that some of your own mistakes won’t have painful consequences. Nonetheless, the mistakes made for the right reasons…in favor of great people and in pursuit of business success, are simply tickets to admission. Pay the price, take your lumps, learn and keep moving.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

 

 

 

 

 

 

 

Leadership Caffeine—3 Questions To Help You Cultivate Your Leadership Style

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

I can tell you with absolute certainty that I didn’t think about my own leadership style for a large part of the first decade of my career.

I didn’t care at the time. It wasn’t relevant. Although in hindsight, I certainly had a style, it was more muscle than finesse.

My focus was on driving results through people and pushing, pushing, pushing. It was a simple formula. Drive results + make bosses happy = growth in responsibility and income. And it worked. The results were there, but the relationships were shallow…mostly transactional, and the work was less than rewarding. There was little consideration for the bigger picture of the people or environment I was creating.

I was managing, and as it turns out, and not very effectively. There certainly was no visible sign of leadership in my approach.

Fortunately, a wise senior manager took me aside and suggested I would be more effective over the long haul if I quit acting like a machine and started acting like a human who cared about people at least as much as he cared about results. He suggested that I was leaving, money, performance and the growth of people on the table, and he challenged me to think long and hard about the type of leader I wanted to be.

I am grateful to this day for that leadership wake-up call.

Over the months following the “machine” comment, he regularly challenged me with a number of provocative questions that ultimately shifted my focus from results at all costs to results through supporting and developing others. How will you answer these questions?

3 Leadership Questions to Help You Cultivate Your Leadership Style:

1. At the end of your career at your retirement party, how do you want people to describe the impact you had on them?

I remember laughing at this one. Retirement seemed a long way off then, and today, it just feels like a foreign concept. Nonetheless, this good question challenged me to consider the impact I was having on each individual versus thinking solely about the numbers and achievements. With a few more years under my belt and many remarkable accomplishments from my teams and for my firms, I care very little about the glories of great numbers…those are outcomes. However, I am fiercely proud of the great people who have developed on my watch and their many subsequent career and life successes. This question made me pivot in my thinking about my role.

2. Who are the leaders from history or in your life (not just business) that you most admire? Why? What was/is it about their approaches or actions that you find inspirational and instructive?

I still love this question and I use variations of it in my different programs and classes. I became (and remain) a student of history and a passionate observer of the effective and ineffective leaders in my firms and in my life. In particular, I’ve developed a long-term obsession to better understand how leaders facing great adversity dealt with their circumstances.

3. What type of environment do people need to prosper and do their best work, AND what is your role in creating this environment?

This compound question in particular has served as the foundation for my exploration of and experimentation with teams and approaches in pursuit of high performance. Ultimately, the leader sets the environment and issues of respect, trust, credibility and accountability are all wrapped up in forming and framing the environment for high performance. Most of us intuitively understand this at some level, but the question is are you living it every day?

The Bottom-Line for Now:

Feedback that drives introspection supports growth. The comment that I was acting like a machine irked me. In hindsight, it was pivotal in my career. I’ve enjoyed myself more and I have a reasonable belief that I’ve helped people grow and have helped my firms and teams prosper because of my active cultivation of a style based on my answers to the questions above. Try spending some time thinking about the leadership style you want to cultivate, and then do it.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Leadership Caffeine—Beware Becoming Part of the Drama

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

Let’s face it, some people thrive on bringing their personal challenges into the workplace and baring them all for the world to see. These drama kings and queens seem to revel in sharing their own misery with us in a seemingly never-ending series of scenes from the worst tragic Broadway or faux-Shakesperian play ever.

As distracting and annoying as these people and their gray clouds of doom and dust become, it’s all too easy for the manager to get caught up in these serial soap operas, excusing poor performance or spotty attendance due to the nightmarish circumstances of the latest tragedy, illness, divorce, break-up, melt-down or (insert one you’ve heard before). In some cases, the unwitting manager gets sucked into this black hole of emotional turmoil and productivity loss and takes on the role of counselor. The outcome in this situation is almost always a bad one.

In the section entitled, “The Top Ten Challenges of New Leaders” in our book, Practical Lessons in Leadership, Rich Petro and I served up at number 3, “The personal problems of your associates will become your problems if you let them (and sometimes you can’t help it). It was #3, not #10 for a reason. Playing the role of counselor or headshrinker without a license is like driving blindfolded down the freeway on the way to work. You’re going to crash.

While I’m supportive of those in leadership roles cultivating strong working relationships that incorporate empathy and the right kind of support for the personal challenges of team members, beware crossing the line from empathy and support to becoming part of the dramatic play. Once you cross this line, you risk sacrificing your objectivity not only with the individual in question, but also in the eyes of your entire team.

4 Ideas to Help You Avoid Becoming Part of the Drama:

1. Get to know your team members. They aren’t automatons, human capital or pieces of equipment. They are human beings. Show interest in their work and their lives. Ask questions about the pictures on their desk. If hobbies or weekend activities come up in casual discussion, it’s nice to show interest. It’s better yet if you share interests and can easily share experiences or ideas. While some managers strive to avoid any connection or even understanding of people’s lives outside of work, it’s not necessary to put up false walls. Effective leaders understand that people feel respected and appreciated when the boss views them as humans with lives inside and outside of the workplace.

2. Know that empathy and appropriate support are always in style. If you learn of a challenging situation with one of your team members, it is better to acknowledge your concern and caring and offer the right kind of support rather than ignore the situation. The right kind of support includes extending schedule flexibility or, encouraging the individual to take time-off as needed to deal with the challenge. Life happens and people need a break. However, if someone requires a never-ending stream of breaks, you’ve got a bigger problem on your hands.

3. Resist the urge to play counselor. It’s often tempting for managers to play armchair counselor or psychiatrist, but almost all of us lack the requisite training for these roles. Additionally, our companies are paying us to lead, motivate, inspire and perform, however, no organization wants us serving as headshrinker to the personal challenges of our team members. When approached with the problem, display concern and encourage the individual to gain the right type of help and expertise for the situation outside of work. Resist being drawn into the drama.

4. Know that conscientious listening can quickly turn into active enabling for those workplace tragedians who would prey on our good intentions. In my case, I only had to play the part of the enabling manager once, investing what seemed likes hundreds of hours and countless performance exceptions for a talented but seemingly troubled employee before I learned my lesson. The problems and our counseling sessions became the focus of our workplace relationship, with me convinced that if I could help this talented but troubled individual, I would make the team and firm stronger. In reality, I simply funded a chronic problem and created a whole host of new challenges. Listen, show genuine interest, but don’t get sucked into the drama.

The Bottom-Line for Now:

You’re there to help, and yes, you’re there to develop others, however, your rights and obligations end at the line where personal problems begin. You are neither confessor or counselor, and you can’t allow yourself to be sucked into the drama that swirls like a storm around some people. The best thing you can do for yourself, your team and your firm is to offer empathy and flexibility within reason, however even this has a limit. Cross this limit at your own peril.

 

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

 

Leadership Caffeine—Your Job is to Clear the Path

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

A promising early-career manager was struggling with his new team and I was invited to help him find opportunities to improve. After observing him at different times and in different settings, and after talking with his team members, it was apparent that he did not understand his priorities. Instead of focusing on removing obstacles in front of his team members, he was throwing out new obstacles at an alarming pace.

He had increased the administrative burden of his team members by requiring a series of time consuming new reports. He doubled the number of operating meetings, which to his team members felt a lot like even more time spent briefing the boss so that he could brief his boss. Last and not least, he assigned a number of his team members to two new high visibility projects, which would have been fine, had the team members not been over-assigned on a number of last quarter’s top priority projects.

“My boss promoted me to help improve the performance of this team,” he offered. “He wants more visibility into our productivity and he wants this group to play a lead role in some of the new strategic initiatives. I’m making that happen,” he added.

His team members supported his interests (improved productivity and more leadership on key projects) but not his actions. “If he thinks he’s motivating us to do our best, he’s got it all wrong,” offered one of the more outspoken team members.

This manager is not alone. Too many that I encounter in my travels fail to lead with the philosophy of, “How can I help?” While part of management is about deciding what’s important and determining priorities and establishing controls, including reporting, the leadership component (and yes, managers must lead!) emphasizes direction, motivation and importantly, knocking down obstacles.

The best gift you can provide to your team members is the gift of time. If you’ve got the right team members (with the right values), they’ll respond to your willingness to clear the path with enthusiasm, creativity and commitment.

5 Diagnostic Questions to Remind You of Your Need to Clear the Path:

1. Have I shared my priorities from my boss with the team and asked for their input on how to meet those priorities?

2. Am I avoiding the tendency to ask my team to more with less in the name of productivity?

3. Am I working with team members to identify and eliminate non-value-add activities, including excessive status reporting, unnecessary meetings and low-priority project commitments?

4. Am I genuine in my efforts to secure added resources where needed to meet our priorities?

5. Am I providing ample visibility and kudos to the team members helping move the needle on our key priorities?

The manager in the above example turned out to be a great student.  He quickly came to understand the error of his ways and dedicated himself to becoming a true enabler of success for his team members. He used the questions above to hold himself accountable to this charter, and after a level-setting meeting and a bit of time and reinforcement, his team members came to understand that he was genuine in his intent to help. The outcome was indeed a positive one for all involved.

The Bottom-Line for Now:

Whatever influence you are under…a misguided senior manager, some false sense of how to drive performance or just being over-eager to please the boss, stop and remind yourself daily that your core job is to help clear the path for those doing the heavy lifting. You’ll be amazed at the results.

 

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.