TheLeadershipNotebook

A Picture is Worth a Thousand Words

“The soul never thinks without a picture.”

~Aristotle

 

I recently had the opportunity to participate in the first stage of a strategic planning workshop for a community organization where I volunteer. The session was facilitated by Jim Haudan, CEO of Root, a company that specializes in strategy planning, execution and employee engagement.

Jim is also the author of an excellent book, The Art of Engagement, an extremely useful resource to organizations and leaders looking to take their strategy process from paper to action with employees engaged along the journey.

I’ve participated in many strategic planning sessions over my career and facilitated some as well. But the unique aspect of Root’s process (I’ve participated in more than a few that Jim has facilitated) is its emphasis on the power of a picture in each phase of the process.

An example of the impact of an image in the process is in building shared meaning among the group. Words like “excellence,” “vision” or even “strategy” mean different things to different people.

Look at these two pictures:

 

 

When you say the word “bear” two very different images can come to mind. Expanding the concept further, a bottle of aspirin (Bayer) or a baby’s “bare” bottom can be conjured up. Without clarity or shared meaning, one concept of “excellence” can mean different things to different people.

Root’s “Learning Maps,” focus on pictures, and the premise of creating shared meaning among participants, has transformed strategy and culture from large multi-national corporations to small not-for profits across the globe. 

I’m looking forward to continuing the process.

What do you think? Do you have a clear picture of where your strategy is taking you?

To your success,

Mary

 

 

Collaborating to Make a Difference

 

Coming together is a beginning, staying together is progress,

and working together is success.

~Henry Ford

Yesterday, The CPA Consultants’ Alliance (CPACA), an alliance I helped cofound earlier this year, published our first white paper:  CPA Firm Leadership: Communication Drives New Possibilities. This white paper is the outcome of a research study we undertook that focused on the CPA profession's current and future leadership opportunities and challenges in the accounting profession.

The white paper took an incredible amount of time and effort, but in the end, the document and all it represents, is a source of tremendous pride.

When we formed the CPACA, each of us members understood the power of collaboration. We knew that in theory, “the sum of the parts was definitely greater than the whole.”  And over the last six months, we practiced what we preached, working together each step of the way for the ultimate purpose of making a difference in the accounting profession.

It wasn’t always easy. Each of us has incredibly busy schedules and businesses that need our full attention. Each of us has our particular personality, background and experience that add perspective and opinions on how things should work. But we made time. We debated the issues. We dealt with challenges head on, with honesty and openness and a willingness to listen to and support each other.

As I embark on the next leg of my career journey and say farewell to the members of the CPACA, I know I will miss this group, their passion for CPAs, and all that I learned from them through our collaboration.

The CPACA’s mission is “to explore leadership issues facing the profession and develop and share solutions that benefit practitioners.  CPA Consultants' Alliance members support each member’s growth and collaborate to make a difference in the communities we serve.”

 

We did just that.

 

I’m proud of our work and I know that the CPACA, through all of our amazing members, will be an example of outstanding thought leadership in the accounting profession for years to come.

 

So collaborate and make a difference.

 

To your success,

 

Mary

 

The Truth About Leadership

 

“If your actions inspire others to dream more, learn more,

do more and become more,  you are a leader.”

~John Quincy Adams 

 

Great leadership doesn't require a diploma or a degree. It's not reserved for some elite group of people. Leadership can be something for everyone to embrace, from administrative assistant to janitor to manager to CEO.

Leadership is about so much more than strategy, operations and marketing. It's about discovering and understanding each team member's potential (as well as your own) and finding ways to tap into that resource, something many managers neglect to do.

On leaders, wise man, Lao Tzu suggests:

"A leader is best when people barely know he exists. When his work is done, his aim fulfilled, they will say: we did it ourselves."

It sounds simple and it is. But no one said it was easy. For many people, leadership based on inspiring and encouraging others requires a shift in mindset and perspective. It requires a shift to a mindset and perspective that fundamentally believes in their employee’s capability, value and ability to positively contribute to the organization.

And it also requires a focus on channeling their employee's intelligence and passion to engage them in accomplishing their goals; goals that are aligned with the goals of the organization.

Whether you’re the boss or the employee, in order to inspire leadership, try these simple (but not easy) suggestions:

 

1. Establish trust. Leaders need to create it and employees need to, well, trust. If your words and actions are just lip service, employees will know and steer clear. Do what you say you will do. It is the foundation for all leadership. When trust is built, employees can move forward with confidence knowing that they are on a solid foundation.

2.  Build understanding. Employee empowerment is not an event. It’s a philosophy with specific strategies that allow staff to make decisions that directly affect their job. Employers need to be in it for the long term and employees need to consider how their decisions may affect the company.

3. Establish clear boundaries. When the leader is away, what decisions can staff make? Remember, assigning responsibility without authority can be a leadership killer. Make sure everyone knows who is leading whom. If you're an employee, make sure you get clear direction before assuming responsibility. Knowing your boundaries allows you to be proactive in your actions and decisions.

 

4.  Encourage. Second guessing the decisions of staff that have been given the authority to make those decisions undermines the entire process. Will mistakes be made? Of course. But shoot down an employee and see if anyone ever steps up with a critical idea or decision that takes the company's success to the next level.

Empowering employees is a powerful way to motivate staff. It allows them to get passionate about challenges and inspires them to step up with new ideas. It's a win-win situation. Left uninterrupted, this cycle repeats, encouraging passionate and skilled people to step up and make decisions about how to best serve customers or clients, which ultimately benefits the bottom line.

Knowing and believing you can lead regardless of your level is an incredibly powerful feeling. What do you think? How do inspire those you lead to lead as well?

To your success,

Mary

 

Stuffing It

 

“Anybody can become angry-that is easy,

but to be angry with the right person and to the right degree

and at the right time and for the right purpose and in the right way-

that is not within everybody’s power and is not easy.”

~Aristotle

 

 

I write and speak often about the concepts of emotional intelligence and the impact your EQ skill level can have on your career (and your personal life.) Specifically, I’ve discussed an EQ topic that is affectionately called an amygdala highjack: that point when your lizard brain takes over and your emotions cause you to say or do something that can lead to regret, embarrassment and outcomes that are often worse.

 

But there’s an opposite side of that coin: stuffing your emotions. Refusing to be assertive or even express what you’re feeling can be just as career-limiting as “popping off.”  That’s what’s happening to my client, Dan (not his real name).

Dan’s EQ 2.0 self-assessment reflected low scores in emotional expression and assertiveness and a high score in impulse control. Not an emotionally intelligent combination.

 

During our results review session, Dan shared his boss’s negative 360 feedback, which pretty much confirmed Dan’s self assessment. And according to his boss, Dan’s lack of emotional expression and assertiveness is severely limiting his career progression.

You don’t have to be a rocket scientist to understand the mental and physiological cost of stuffing your emotions. But there are additional costs as well. Here are a few more:

To relationships and trust: Relationships and trust are both built on two-way communication and sharing.

To perceptions: Sometimes this behavior can be seen as predictable or calculated, often sending the wrong message.

To respect and influence: It’s difficult to have influence and garner respect when those you lead don’t know where you stand.

 

What Dan (or You) Can Do

1. Become more aware of the types of emotions he has trouble expressing at work and understand what triggers them.

2. Look for a role model who he feels successfully expresses their emotions. He should seek their advice and perspective on what works for them.

 3. Tap into his skills in empathy and emotional self awareness to pay more attention to how others react when he does express his emotions.  

4. Understand what situations cause him to be less assertive than he should be. What situations make him cave?  

5. Sometimes when we don’t speak up, it’s because we are mired in thought when others want action. Think about that in advance of making a decision. What information or evidence will you need in order to feel comfortable acting.

 

Aristotle was right. It is difficult to express your emotions to the right degree at the right time for the right purpose in the right way. We know that an emotional explosion is not the right approach but neither is stuffing them.

Emotional intelligence skills CAN be learned. In fact, ultimately, your career success counts on it. Just ask Dan.

To your success,

 

Mary

5 Effective Strategies to Cure Defensive Communication

 

My coaching client, Barbara (not her real name), has an excuse for everything. Nothing is ever her fault and her colleagues say she is a master of escape, leaving the scene when the conversation gets intense.

Her defensive communication style has been tolerated in the past but now her behavior is holding her back from moving to partnership in her firm. Barbara’s defensiveness has impacted her relationships in the office and has also spilled over to relationships with her clients.

Do you know someone like Barbara? Could YOU be Barbara?

Barbara believes that her defensive communication style protects her. That to be open to feedback, ideas or criticism is to be vulnerable and weak. On the contrary, it is being defensive that weakens us. While you’re busy defending yourself, there’s not much room for meaningful contact with others. Nor can you learn from their feedback or from your own mistakes.

To curb your own defensive reactions, consider some of the following more effective strategies: 

1.   Breathe and Listen• If you feel criticized, rather than reacting or retreating, take a deep breath, tell yourself that it’s only feedback and just listen. You can correct the record later, if necessary.
2. Consider and Accept• Consider if there is a kernel of truth in the feedback.  If there is, acknowledge it and work to improve in that area. Your willingness to acknowledge when you’re wrong inspires colleagues, clients and management to feel confident in you.
3. Consider and Reflect• Realize that sometimes people’s criticisms are all about the “story” they have made up around a situation. Try not to take it personally or as your responsibility.
4. Focus on the message and not the sender • What can you learn from the feedback? If it’s delivered by someone whose personality does not mix with yours, separate the idea from the personality and focus instead on the rest of the message.
5. Ask clarifying questions • Clarifying questions help to keep the listening process active and increase understanding among listeners and speakers. Try some of these questions for gaining time and clarity:

• Can you help me to understand your perspective on this issue?
•  Can you be more specific?Can you give me some examples?
•  Let me tell you what I understand you to be saying. Did I understand you correctly? 
• Say more.  
• Tell me more about that.

 

Changing how we communicate as individuals—learning that we can protect ourselves and have greater influence without using defensiveness—can not only dramatically shift our professional and personal relationships, but can also improve our leadership effectiveness.

“Communication works for those who work at it.”

~John Powell

 

What about you? What strategies have you used to improve your defensive behaviors?

 

To your success,

 

Mary

 

 

 

 

 

How's Your Radar?

 

“Could a greater miracle take place than for us to look through

each other's eye for an instant?”

~Henry David Thoreau 

 

My dog Zoey should have been named “Radar.” She has an uncanny ability to sense what family members are feeling and react to those feelings in kind. Whether we’re watching an exciting basketball game on TV (she goes crazy when we do), or one of us is feeling sad or discouraged (she makes a bee line for our lap), Zoey, completely without judgment, is in tune with our feelings.

 

 

Possessing accurate radar is in a sense what the EQ skill of empathy is all about. And empathy is the fifth and final skill that I’ll discuss as being critical to becoming a “trusted advisor.”

When you have empathy, you are “tuned in” to how others are feeling. You are able to look at a problem or conflict from another person’s perspective. Empathy is also a critical skill for negotiation as well, understanding what the other side wants and working to create a win-win result. (So it’s far from a “touchy-feely” skill.)

Empathy involves understanding another’s perspective, even if theirs’ is much different from your own. (Remember, it’s without judgment.) It involves letting the other person know that you have understood them, thus creating a bond and a relationship that surpasses “box checking” or “order taking.” I requires patience and active listening.

According to David Maister, one of the key hallmarks of a trusted advisor is their “focus on the client rather than themselves.” That is the essence of empathy. To put yourself in the shoes of the client in order to see a challenge from their perspective, understand what they are feeling and why.  

This key EQ skill allows you to forge a strong bond of collaboration that helps you to solve your client’s problems and create successful and lasting client relationships.

Five EQ Skills Critical Trusted Advisor Skills

To recap, over the last several posts I’ve shared five key EQ skills:

1. Pursuit of Meaning: Your goal, desire and motivation to become a trusted advisor.
2. Emotional Self Awareness: You are aware of your emotions and how they impact your behavior and others.
3. Interpersonal Relationships: You have an ability to build and develop mutually satisfying relationships.
4. Problem Solving: You effectively use your emotions in the process of solving a problem by gathering information and making decisions without being emotionally distracted, stuck or overwhelmed in the process.  
5. Empathy: You are “in tune” with how others are feeling, understanding their perspectives and forging a bond that builds outstanding relationships.

 

The good news is that each of these EQ skills can be learned or enhanced. If your goal is to move your role from client server to the next level of trusted advisor, add these five skills to your foundation of technical expertise.  I know it can happen. I’ve witnessed my previously reticent coaching clients successfully make that shift.

What do you think? What are your perspectives on what it takes to be a trusted advisor?

 

To your success,

Mary

 

 

5 Tips for Effective Delegation

 

“The great leaders are like the best conductors-

they reach beyond the notes to reach the magic in the players.”

~Blaine Lee

 

Imagine you’re playing Leadership Jeopardy with Delegation as one of the categories.

 

“I’ll take Delegation for $500, Bob.” The answers could be any one of the following:

1.  “If you want something done right, do it yourself.”
2. “My team members are all too busy to take on more work.”
3. “I’m too busy to teach them the right way.”

 

The Question: What is: “Why I don’t delegate?”

 

I’ve heard these same worn out answers from my harried coaching clients. They’d rather work 25 hours a day than delegate to their eager and capable staff.

As leaders, we have two major priorities. Our first is to think strategically, crafting a plan and approach to solve our toughest problems. A second priority is to develop our teams to help us solve those problems.

But you don’t have time to do the first unless you’re committed to the second.

 

Leveraging leadership is all about giving yourself the opportunity to do what you do best, and making sure your teams can do the same. And you can’t do either without effective delegation.

So if we know we must delegate effectively to succeed, how can we move beyond thinking like the answers detailed above.

Here are 5 tips that you can use to begin to develop your leadership leverage:

 

1. Accept the fact that effective delegation is a leadership imperative and decide to improve your delegation skills immediately.  I’ve reviewed numerous position descriptions and competency models and completed scores of 360 interviews and assessments. In every case, effective delegation is a skill requirement for leaders at all levels. Don’t resist building this necessary skill.

2. Effective delegation involves understanding the competencies of your team.  Match the skills and abilities of the individual to the tasks to be delegated. Be patient. Know that they will not complete the task exactly like you would but that is the key part of their learning and development. Understand their focus for development. What is it that they want to learn to be more fulfilled? What do they need to learn to advance? Know how the delegated task fits their developmental needs.

 

3. Invest the time up front to make sure you teach them what they need to know to get them on their way.

 

• Clearly articulate your desired outcome. 
• Clearly articulate the time expected for completion.
• Clearly articulate the deadline for project or task completion.

 

Giving blanket orders to “do what it takes” or “get it back to me sometime next week” only sets both parties up for frustration and potential failure. Time spent up front provides greater returns on your investment once the project is complete. And that’s the definition of leverage.

 

4. Don’t get caught in “upward delegation,” which occurs when your staff attempts to give the project back due to time constraints or lack of understanding. Encourage your staff to focus on solving the problem and taking responsibility to complete the work. This is their time to learn and your time to lead.

5. Thoroughly review the completed work and provide feedback, positive if it meets your needs or constructive if the results are less than you expect. This is not the time to just “let it go” and rework it yourself.

 

Effective delegation provides a win-win solution for you and your team members. As the leader, you have developed and empowered your team to be more comfortable in taking on additional responsibility. This frees up available time for you to think strategically and work on more complex challenges.

So, what holds you back from more effective delegation habits? How can you break through to realize this is a win-win for both you as the leader and your team members who must develop in order to move forward?

To your success,

 

Mary

 

 

Twelve Communication Errors Leaders Should STOP Now

 

“We spend a lot of time teaching leaders what to do.

We don’t spend enough time teaching leaders what to stop.”

 ~Peter Drucker

Good communication is a wonderful thing. We hunger to receive constructive feedback on our performance or an “atta girl” when you’ve done something right. We truly value hearing the words “great job” or “thank you.” On the other side of the coin, silence is a very effective form of communication. Being listened to shows we’re respected and builds connection.

 

In the end, powerful communicators help you understand how your work contributes to the broader business objectives. They let you know why the work you do matters.

 

But there is a dark side to communication. Executive Coach Marshall Goldsmith in his book, “What Got You Here Won’t Get You There,” cited several communication blunders that leaders need to STOP now. I’ve witnessed many of these same behaviors in my own leadership journey and in working with coaching clients and their 360 respondents.

 

So here’s a quick tip: if you really want to be more effective as a leader, take a look at the list below. Identify those you’re guilty of and in the words of Bob Newhart, STOP it! 

 

Too Much Communication

 

1.  Adding too much value. The overwhelming desire to add your two cents to every discussion.

2.  Making destructive comments. The needless sarcasm and cutting remarks that you think make you sound sharp and witty.

3. Starting with “no,” “but” or “however.” The overuse of these negative qualifiers, which secretly convey to everyone, “I’m right. You’re wrong.”

4. Telling the world how smart you are. The need to show people you’re smarter than they think you are.

5. Speaking when angry. Using emotional volatility as a management tool. (This is a big one to stop.)

6. Negativity (“Let me explain why that won’t work.”). The need to share your negative thoughts, even when you haven’t been asked to do so.

 

Not Enough Communication

 

7. Not listening. The most passive-aggressive form of disrespect for your colleagues.

8. Withholding information. The refusal to share information so you can maintain an advantage over others.

9. Failing to give proper recognition. The inability to praise and reward.

10. Claiming credit you do not deserve. The most annoying way to overestimate your contribution to any success.

11. Refusing to express regret. The inability to take responsibility for your actions, admit you’re wrong or recognize how your actions affect others.

12. Failing to express gratitude. The most basic form of bad manners.

 

 Do you see yourself in any of these communication “don’ts”? If so, awareness is the first step in changing bad behavior. Pick one of two of your most derailing behaviors and make it a priority to set yourself on a different communication path.                                              

 

Are there other communication blunders you see leaders routinely make? How do these behaviors get in the way of your commitment, engagement or focus?

 

To your success,

 

Mary