Reflections on Leadership

There must be a regular diet of meaningful recognition.

Positive reinforcement, thanks and praise are the nutritional components of a healthy workforce, the helium that lifts the organizational balloon to new heights.  It is a currency that many organizations are afraid of spending; yet its value can be limitless.  Without it, or withholding it until the perfect moment, can result in at worst, a bankruptcy of human potential, and at best, leave people with a feeling of emotional deficiency.

All people want to do a good job, regardless of which motivations they declare to be driven by; the rewards of learning new experiences, enhancing important relationships or legacy building, people will respond to those who notice what they have already contributed with even greater performance.

It’s amazing.  Many times people think about thanking people for a job well done – but thinking is not the same as doing it. The best of intentions are still only intentions.  To make an impact you must actually do something.

Make a plan and recognize people for the good things they’re doing.

Next up: “Final Thoughts”

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The organization must have a repeatable compelling vision and sense of purpose.

If possible it should be a clear and concise singular vision.  Every activity that the organization tackles must be able to foster a closer linkage to that compelling vision.  It must be memorable and repeatable so that every message, action and strategy supports the purpose with their obvious connections.

The clarity of the vision should be worded and promoted in a way that others can understand, support, be excited by, grow some passion around, and be inventive in discovering numerous ways to achieve that purpose. Too often people spend too much time and energy trying to create a literary masterpiece instead of a clear, easy to follow and understand vision. It’s a terrible waste of resources.

Leadership is about inspiring people – not tiring people and putting them to sleep.

Does your organization have a repeatable compelling vision and sense of purpose? (If it does, what is it?)

Does it excite you or anyone else?

Next up: “Overwhelming Optimism”

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The Four Musts are the things every organization, family or team need for optimal performance.  Now that you’re a winner your role is to act as curator for each of the “musts”.  The first must is about a leadership.

There must be a strong leader and strong, pervasive leadership.

Charisma is not leadership, although it can act as a helpful tool to quickly gain the acceptance of an audience.  Effective leaders share a passion for and a record of accomplishments.  Strong leadership is demonstrated daily by a person or a group of people who are honest, forthright, markedly visible and approachable.  Leaders fulfill their insatiable need to be out in front regularly.  When not actually walking on the frontlines then they talk with people who work there, both in “town hall” meetings and in one to one settings.  They remember that just as the shepherd is there for the benefit of the flock, leadership is there to serve the people and they take that responsibility seriously.

Do you have a passion for a record of accomplishment? What are your top three accomplishments right now?

How often do you talk to people who are on the front lines of your organization?

It’s one thing to talk like a leader – quite another to act like one.

Next up: “The Vision Thing”

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Take an inventory of what it is you want.  It is readily available or do you have to go someplace else for it?  Would you?

Maybe you’ve gotten comfortable with all your complaining.  People seem to be giving you pity – and you’ve been playing a great victim.  Keep it up and you could keep doing what you’ve been doing until you retire or die, whichever comes first.

But that’s no way to live, so how about spending some time working on you.  What do you want to do with yourself?  You’ve got to have a clue. Reach back into your childhood if you need to.

What did you want to be when you grew up?  Why?

Examine that in today’s context.  Is it still appealing?  If not, why not?  If yes, then why the heck aren’t you doing it now?

Go ahead; list your ten best excuses for not pursuing your dreams.  Write them down.  Prioritize them just like you would your goals.  Next, problem-solve them.  Get rid of the barriers.  Those SOB’s are keeping you from your dream.

Think of yourself as an actor on a television show.  You want to contribute toward getting high ratings each week so the show avoids cancellation; you want to get renewed each season.  So, you act and perform in a way that leads to the show’s success and you eventually earn awards.  Remember, you want to be a Highly Valued Star, not a Greatness Inhibitor.

Next up: “Review Where We’ve Been”

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Make sure your network is is not the only thing working.  The fish don’t always bite; the ball does not always go through the hoop. Changing your attitude takes effort too.  What’s going on in your world that you can use to your benefit?

Act like the boy who walked into a room full of horse manure.  While his father grimaced and plugged his nose, the cheery boy excitedly proclaimed, “There’s got to be a pony in here somewhere.

So, get optimistic and turn everything into an upside.  Make a game of it.  When you do, a boring training class coming up becomes a test of endurance.  Got a thick new policy manual to read?  Time to practice speed-reading.  You’re a champion problem solver!  Keep a log of the problems you successfully solve each day.  Track and improve your average.  Measure progress.

You need to make time for yourself.  Take a break from the madness.  If you can get away for a while, great, even for an afternoon or a lunch hour.  Get away from your job and work on something else.  Anything.  Make the best grocery list the world has ever seen.  Wax your car.  Clean your closet.  Play.  Go buy a set of Lego Bricks and build something.  Just make sure you’re active, and that you’re engaging as many of your senses as you can.  Sitting on the couch with a pint of ice cream watching reruns of “Friends” does not count.  You need to move your mind, body and heart. When you’re done, there needs to be something you can look at with that all but forgotten feeling of accomplishment and satisfaction.  Go do it.  Then answer the question below.

What did you do that moved your mind, body and heart?

Next up: “What Do You Want? ”

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When people ask, “how are you?” –don’t mumble, “fine”.  When they ask, “Can I do anything to help?” don’t say “No”.  Seek and ye shall find, ask and ye shall receive.

Very little will drop in your lap.  Come to think of it, the things that normally drop in people’s laps are crumbs and spilled drinks and the answers to your challenges aren’t in that!

Begin to tell people forcefully, calmly, professionally what you need them to do, so you can do your job.  Let them know if they can’t provide excellence, it will be difficult for you to deliver excellence.

Next up: “Ask for Help”

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If you’ve been doing the recommended exercises to this point, you’ve probably been hitting some emotions you didn’t know you still had and hopefully it’s been challenging and invigorating to you.  Hold on to that because you need to pay attention to those feelings and fight for what you need.

Lobby for change.  Be brave and run to things – not away from them.  Operate from a position of inner strength not external weakness.  You are better than the problem that is set before you.

If you’re still working through this you must still care and truly want to make a difference. Good for you!  Now, can you define it?  What is the difference you truly want to make?  You wont have to try hard; the answer is sitting right on the surface.  Something is spurring you on.  There’s a vision you have that is aching to be realized.  Now is the time to breathe some new life into it.

What lofty ideal do you want to achieve?  Don’t be put off by other people’s definition of lofty.  Your vision has to be seen through your eyes first.  Make it crystal clear.

Write down or draw your vision or picture of success.

Next up: “Crumbs and Spilled Drinks”

Tell me how it’s going for you.  Have you been following along these last few days or did you just stumble across this?  Are you scrambling to catch up or have these posts failed to resonate with you?  Share your comments, progress or tips on the blog, on the Karl Bimshas Consulting page on Facebook or on Twitter using the #whiner21 tag.

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It takes true commitment.  Doing “it” even if it’s hard or you don’t feel like it.  The world is filled with enough poor leaders who negatively affect the lives of other people.  You must keep your commitments to others at all costs.

This is about responsibility and applies to anyone who has formal or informal influence over a team of people.  As a leader, people depend on you.  Anyone you come in contact with – you affect or influence in some way.  If you are not totally and completely there, then those influences such as downsizing, or a corporate initiative that everyone knows is foolhardy, will get to them.  It will fester and resentment will grow and that would be catastrophic.

Do not let it happen!  Protect your people by any means required.  Focus on improving their jobs, outlook, and life.  If you’re lucky you’ll feel better about yourself too.  If not, well at least you’re not the dead weight dragging everyone else down.

You might be so completely apathetic as to have adopted the, “so what, I don’t care, what difference does it make?” attitude.  That might be one of your problems.  It’s important that you find something to start to care about.  To know that you, can make a difference – and in fact it’s your human responsibility.

When something is wrong and you know it’s wrong or there is a direct or indirect assault to your values, beliefs, mission, goals or people, you need to fight back.  Do what is right even if it’s not correct.  Find a role – make a difference.  Don’t complain – express.  Take a stand.

Next up: “Check Your Vision”

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Ask yourself, “Why are you still here?” Keep probing until one or more of the three intrinsic motivators are revealed.

1. For personal development,
2. Because of enriching experiences with others
3. Or to work on leaving a legacy.

Why are you still here?

Now define your primary learning style.

1. Is it Action-Oriented? Are you likely to roll up your sleeves and get to it, preferring to learn through trial and error?
2. Are you People-Oriented?  Do you like to confer with others who may have experienced the problem prior to you?
3. Or are you Information-Oriented?  Are you among the first to look for the training manual or some type of documentation you can refer to frequently?

What is your primary learning style.

It’s important to recognize that in business you need to be equally successful in three areas, Customer Satisfaction, Employee Satisfaction and Profitable Revenue Growth.  These are the three legs to the stool that you are resting your career on.  If the stool is wobbling – fix a leg before you fall off.

In which of these areas do you feel you could make the greatest positive impact?

Now, review all the choices that you made and answer the question, “What am I going to do in the tomorrow to get started?”

Review your answers.

Find linkages and hold yourself to your commitments.  Be open to the answers and make it your mission to accomplish the requests of anyone brave enough to provide you with honest feedback

Next up: “Fix What’s Wrong”

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As you begin to realize what it was that you had wanted to do in the first place, you may feel a growing frustration.  Perhaps you feel that the people around you are not moving fast enough.  They’re not making the same self-discoveries that you are and it is beginning to tick you off.

By now you should be convinced that if you continue to behave in the same glum manner you have been acting, you will build momentum and speed toward a much-deserved outcome.  Unfortunately, that outcome will probably not be a positive one.  You’re not doomed, but you need to change your approach toward the people you work with, and it doesn’t have to be complicated.  As a start, in true servant-leadership fashion, you should begin to ask others, “What one thing can I do for you that will most help you make a positive difference?”

You see, you probably owe your coworkers more than you’ve been giving them.  You should ask a few questions of yourself first.  Once you know your own answers begin asking your coworkers’ one on one.  Honestly answering these questions will create a positive and proactive buzz, the likes of which you probably have not seen in quite a long time.  With that newfound energy you can then direct the momentum that will give you far greater odds of reaching a more satisfying destination.  In this activity your leadership – not your management, is crucial.  It is important to reflect on some biblical wisdom that the shepherd is there for the flock, not the other way around.

Next up: “Why Are You Still Here?”

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