Posts tagged “authentic leadership” (Page 3)

Many people who reach high levels within their organization tend to have a strong need for control. This generally stems from having learned that the best way to ensure things get done is by personally seeing to it that tasks are taken care of. While this mentality is very understandable, particularly for people who have worked very hard to build a business, it is not the best way to lead a team.

The best leaders are those who empower others on their team to take over the work. This not only allows each team member to develop to his or her full potential, but also frees up the leader to take on the most important tasks of running the business. Most leaders know this in theory, but may have a difficult time putting it into practice. Here are some tips to help you feel confidence in empowering your employees.

1. Train, train, train. The best way to ensure your comfort with handing over tasks and decision making authority is to ensure that the employee is up to the challenge. When the employee is thoroughly trained, mistakes are less likely to happen, and you feel more secure.

2. Ask for regular updates. In the beginning, getting regular updates will help ensure you are comfortable with how decisions are being made and how tasks are being completed. These updates also allow the employee ample opportunity to ask questions.

3. Allow people to do things differently. Remember that doing things correctly does not necessarily mean doing things exactly the same way you would do them. Allowing for flexibility helps employees become empowered and helps them to develop to their full capability. And, you never know; you might learn something along the way

Remember that doing things correctly does not necessarily mean doing things exactly the same way you would do them. Allowing for flexibility helps employees become empowered and helps them to develop to their full capability. And, you never know; you might learn something along the way.

When you empower your employees, you create an atmosphere that allows for personal and professional development of your employees. You also create a work situation that allows you to focus on the tasks and responsibilities that should be yours alone.

The best leaders do more than lead their people; they inspire them to grow, develop and reach potential they never believed they had. Yet, many leaders who are quite adept at leading and directing their employees never quite reach the level of inspiring people. There are several key differences between those who lead and those who inspire.

1. Inspirational leaders have failures that they don’t hide. The most accomplished people are often those who have had the most to overcome. They inspire people by using those obstacles to demonstrate that nothing is impossible, and that those who have struggles are often the most likely to excel.
2. Inspirational leaders have passion. These are people who have lifelong enthusiasm for their pursuit: whatever that pursuit might be. These people work and live with a fire that provides constant fuel. They have vision for the future and energy to continue moving toward their vision. They simply cannot envision life without their life’s work or pursuit.
3. Inspirational leaders never give up. In addition to having passion and direction, they also have persistence. It is this persistence that has allowed them to overcome their struggles and failures to move toward success.
4. Inspirational leaders know that they will reach their goals. One of the most impressive traits among those who have proven to inspire others is their unfailing confidence in their ability to achieve their goals. This belief is not arrogance, but rather a confidence that is deeply rooted.
5. Inspirational leaders want to help others achieve their own success. Those who are truly inspirational are not satisfied to rest on their own success. They gain further passion and fuel from helping others to achieve their own dreams. In fact, many of the most inspirational people report the greatest satisfaction in their life has come from helping others to excel, rather than from reaching their own goals.

Many of the most inspirational people seem to have been born with the ability to inspire. However, the traits that help these people become recognized as leaders come to people who never perceived themselves as inspirational, once those people found their own personal passion. The real capability to be an inspiration to others comes from finding your own life’s pursuit and from sharing the ups and downs of that pursuit with others in order to help them reach their own goals and dreams.

Our ability to communicate is comprised of many things besides the words we speak and the way we speak them. As most of us are aware, body language plays an extremely important role in how we are perceived by others. Though most of us may have learned the most basic rules of making eye contact and focusing on those we are talking to, there are other simple body language tweaks we can make that help us be more well received by those we seek to influence. Here are three simple tips you can try.

1. Take up a bit more space. A wider stance with the legs and an open position with the arms make you appear more confident. We are all aware that standing with arms folded across the chest makes us appear unapproachable, but many of us fail to recognize the difference a wide stance can make. Making your body appear more open makes people more trusting of you and more likely to accept you as an expert in your field. When you shrink away physically, people don’t believe you have as much knowledge to offer.
2. Relax those shoulders. Most people carry tension in their shoulders. This tension is more obvious to others than it is to you. Take the time to think about how you’re carrying your shoulders throughout the day, especially in the workplace. You will look more confident as a result of this relaxed posture. The bonus is that you will likely sleep better, and have less muscle tension and pain, as well.
3. Gesture. People who use their arms to gesture, and who tend to talk with their hands are perceived as more likeable. When you pair a wider stance and relaxed shoulders with enough gestures to make you likeable, you come across as having the powerful combination of being confident, knowledgeable and likeable.

Our body language habits are well ingrained in our everyday behavior. The first step to changing these habits is to recognize your current body language. Once you have a good handle on the things you may need to change, tackle on of these suggestions at a time. As you begin to hold one posture naturally and without thought, you can move on to adding the next one to your repertoire. You may be amazed at how your inner confidence improves as people begin to see more confidence in your body positions.

One of the most difficult jobs we have as leaders is keeping motivation high among employees. Our ability to inspire has a profound effect on the overall success of our business, as well as on the morale and performance of those around us. Inspiring and motivating others often seems easier in the early days of leading a group, but it can be easy to run out of ideas over time. Here are three strategies that can help you to continue to inspire your team to excel, even if you’ve been together for years.

1. Measure significance as well as success. Employees want to see that their work has an impact on the business. When it comes time to review performance, it’s easy to show the employee how he performed according to the goals that were set for him. It takes a bit more effort, however, to show him how his performance actually impacted the organization. For example, a sales person who brings in revenue would likely be motivated by seeing what the revenue he generated brought to the business. Were you able to hire three more people because he generated a certain amount of dollars? Tell him so, and you’ll inspire even more greatness next year.
2. Give employees ownership. We often give employees accountability, but may not give them ownership, too. Giving ownership, along with accountability, gives the employee more flexibility and creativity in determining how the goals will be accomplished. This allows employees to spread their wings a bit more, and makes their job more interesting and challenging. Next time you assign a project, give the employee the results you expect, but allow plenty of creativity in how they go about achieving those results.
3. Branch out. Your own behavior has a significant impact on that of your team. If you are consistently stretching yourself through learning new skills, increasing your education, or trying to do things in a different way, your employees will be inspired to do the same. When you step up your game, your best employees will feel compelled to step up theirs, as well. If you are complacent, you inspire complacency in others.

 In the end, inspiring others is all about looking at things from new perspectives as often as you can, and ensuring that you are providing an example that your team wants to follow. When you can do these things consistently, you will create an atmosphere of excellence that keeps employees performing at their be.

NOTE: this is the last week we will be drawing the name of a lucky winner of a copy of our Alliance Partner’s book “Blind Spots – Solving Hidden Business Problems”  To enter simply put your first and last name in the subject line of an email and send to cstradling@athenatrainingandconsulting.com – Winners will be announced on the Friday of each week. Enter NOW!

Delegating can be one of the most difficult tasks for those at the helm of an organization. Delegating a task means letting go of the control over the details, which can sometimes be uncomfortable, particularly if the task or process is one that you have managed personally for a while. However, it can be difficult to grow your organization if you continue to keep your own hands in every facet. Delegation is key in growing your business and developing your employees. Here are three tips to make handing over the reins a little easier.

1. Choose Wisely. Delegate the right tasks to the right people. By choosing employees with the right skills for the task, you’ll see a greater chance that the task will be managed properly, and that the employee will enjoy the new responsibility, rather than dread or resent it.
2. Document and Train. Even an employee who is well suited to the task at hand needs training to ensure success. In addition to training, you will make the handover process go much more smoothly if you have been careful to document the work you’ve done to complete the task or process over the few months before the handoff. So, it is wise to plan delegating processes and tasks several months in advance of actually turning the process over.
3. Communicate. Be clear in your expectations with your employee about deadlines, documentation requirements and other pieces of the task that must be done to certain specifications. However, if there are parts of the process that could be managed multiple ways, it is best to show the employee how you have handled those areas, but allow flexibility for them to find their own preferred methods, too. After handoff, let your employee know that you are available for questions and support. In addition, follow up periodically in the early days to see that the transition is going well. It is important to create an atmosphere that allows the employee to feel comfortable in communicating with you about problems, suggestions or improvements in the process.

In the early stages of a business, it is not unusual for owners and managers to manage many different facets of the business. However, over time, as businesses grow, managing too many tasks and processes can make it impossible for you to focus on growth and the organization’s big picture. Delegating allows you to put your time where your business can benefit most. In addition, it allows other employees to realize growth and success as they take on additional responsibilities. Delegation can be painful for some people, but once you’ve seen the process work successfully, you’ll see how sharing the work can benefit the business as a whole.

NOTE: for the next 3 weeks we will be drawing the name of a lucky winner of a copy of our Alliance Partner’s book “Blind Spots – Solving Hidden Business Problems”  To enter simply put your first and last name in the subject line of an email and send to cstradling@athenatrainingandconsulting.com – Winners will be announced on the Friday of each week. Enter NOW!

Why is it that some leaders are successful, while others struggle?  In this guide in narrative form, Russell Baxter, a fictional character and outgoing CEO, shares his secrets of success with incoming CEO Amir Ahmed.  Baxter demonstrates that great leaders need to be aware of their vulnerabilities or blind spots and take action to make necessary changes.Filled with practical advice, Blind Spots shows the value on drawing on experts to develop valuable skills that can take your business to the next level.  For the month of September our blog will highlight short excerpts from our book Blind Spots ~ Solving Hidden Business Problems.

Blind Spot One: Networking Without Connecting

WHAT NETWORKING ISN’T

Networking isn’t selling a product, or selling yourself. It’s not an excuse to get your name out there to as many folks as possible. It’s not an excuse to be sleazy. It’s not an attempt to take advantage of others, or to have others take advantage of you.

WHAT NETWORKING SHOULD BE

Networking is the act of making genuine connections and fostering the connections you choose for the long-term. It starts by finding out your own values and purpose,and then finding other people with similar ones—people who believe what you believe.

WHAT STEPS TO TAKE

Start by realizing who you are. What is the core of your mission? What goals are you trying to achieve in your organization and career? When we talk about “goals,” we don’t mean goals like “making a sale” or “becoming VP.” We mean more substantial goals that contribute towards a vision of the world, and how it could be better.

Thought leader Simon Sinek says, “People don’t buy what you do. They buy why you do it.” Share your purpose first instead of your product. This will get you more meaningful responses, and will help differentiate you from the crowd. “My name is Russell Baxter and I sell toasters,” won’t find you the same meaningful connections as “my name is Russell Baxter. I believe that industry can work together with the environment, and we do so by empowering people to make smart decisions about their kitchen appliances.” People who believe what you believe will be fascinated by what you do.

Blind Spot Two: Leading Without a Personal Brand

 WHAT PERSONAL BRANDING IS, AND WHY IT’S IMPORTANT

A personal brand is, essentially, your reputation as determined by the experience you create for the people around you. Your brand affects how people approach you, think about you, and even how they match you up for work.We all have a brand. It’s the sum of our actions—big and small. From how you do your job, to how you dress, it all paints a picture that other people will use to create their idea of you, and the story they share.  It’s easy to forget that our brand exists. And it’s even easier to forget that we can directly influence our personal brand. By being conscious of our brand, and by acting with intent, we can be strategic about building the brand we want.

If you’ve ever been passed over for a promotion, or if you’ve ever felt disrespected, it’s a good time to check in on your personal brand, seek feedback from others, and discover what you are doing to contribute to that, and work to align your brand to become an authentic reflection of you.

Blind Spot Three: Neglecting to Develop Your Direct Managers

 ENGAGEMENT IS CRUCIAL IN THE WORKPLACE

Engagement is much more than just “something nice” to strive for; it’s a vital element for a healthy workplace. Engagement is also a major factor in the success of a business. Studies have shown that the more engaged an employee is, the more profitable the company becomes.

Employees who are engaged will work harder, respond better to change, and will persevere through challenges better than disengaged employees.

DIRECT MANAGERS ARE INSTRUMENTAL IN ENGAGEMENT

Direct managers are on the front lines of engagement. The relationship between a direct manager and his or her team can make an immense difference in retaining top talent: it’s very rare that an employee will decide leave or stay with a company because of the CEO; instead, employees usually leave or stay based on their relationship with a direct manager.

Direct managers are in the crucial position of managing the most important part of a company: the talent. That’s why companies should invest time and effort into developing their direct managers.