89% OF EMPLOYEES ARE DEMOTIVATED BY INEFFECTIVE MANAGERS AND LEADERS

89% of Employees are Demotivated by Ineffective Managers and Leaders

It might hurt, but look in the mirror if people around you are low energy slugs.

The greatest ability is the ability to develop abilities.

98% of employees who have good leaders are motivated to do their best. Only 11% of employees with ineffective managers felt motivated to give their best.*

The magic question:

Improvement stops when people believe they’ve reached the level of “acceptable” performance.

Challenge people to reach for the next level by asking a simple question.

“How do we take this to the next level?”

I’ve been asking teams this question. It works.

7 keys to reaching the next level:

  1. Paint a picture of the next level. “What might the next level look like?”
  2. Ask, “What might you do to take your performance to the next level?” Identify three or four possible behaviors.
  3. Create focus before performance.
    • “What do you plan to do?”
    • “What’s important?”
  4. Give pep talks before performance.
    • “You got this.”
    • “I know you can do this.”
    • “I know you’re going to do even better than last time.”
  5. Provide immediate feedback after performance.
    • “You looked down when you were thinking. You lost me.”
    • “You wandered at the end of the meeting. How might you end better next time?”
    • “You seemed resistant when you kept asking the same question. How might you practice greater openness?”
  6. Appreciate improvement. “You paused and lowered your voice before the main point of your presentation.That really worked.” The Boston Consulting Group reports that the number one factor in employee happiness is appreciation for their work.
  7. Clarify reasons for success.
    • “What did you do differently?”
    • “What did you do this time that you need to keep doing?”

Tip: You never get to the next level by repeating the past.

How might leaders bring out the best in others? In teams?

A Looming Leadership Talent Crisis: Can you solve the Leadership gap?

https://cdn2.hubspot.net/hubfs/498900/WP_Healthcare_Looming%20Talent%20Crisis.pdf?t=1503343642250

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PEOPLE CAN’T SEE YOUR HEART WHEN YOU’RE LOST IN YOUR HEAD

People Can’t See Your Heart When You’re Lost in Your Head

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I can not notice people. I want to notice, but I’m easily distracted.

People can’t see your heart, when you’re lost in your head.

It doesn’t matter if you want to notice people. It only matters that you do.

Distraction blocks interaction.

I walk around distracted by a million things – what’s next, problems, opportunities, and performance, to name a few. I’m contemplating a coaching client’s concerns or the next presentation.

Remember you matter.

It’s easy to forget that people watch leaders. A frown on your face signals problems to the team. You may not mean to be a downer, but a nagging frown drags others down.

It ain’t hard, but it’s important.

People talk about simple things like smiling when they describe how leaders might improve their leadership.

You object that you’re not good at smiling. That’s so sad.

Bad is stronger than good. You need at least three smiles to overcome the negative impact of one frown. You’re in the hole baby. You better get smiling.

3 tips for frowning leaders to get their smile on.

  1. Tell yourself you like people. Think of something you like about the person in front of you. If you don’t like people, get out of leadership.
  2. Find a positive thing to believe in. What positive thing might you believe about others on the team?
  3. Admire a strength. When you walk up to someone, think about something you admire about them.

A smile that creates wrinkles around your eyes indicates that you notice positive things.

7 small things that make a positive difference.

  1. Smile.
  2. Show interest. “How are the kids?”
  3. Pat on the back.
  4. Bring coffee for the team.
  5. Celebrate progress and hard work.
  6. Sing happy birthday.
  7. Say thank you. (A smile and a little eye contact takes ‘thank you’ to a whole new level.)

People Judge You by Two Criteria When They Meet You

http://thepowerofideas.ideapod.com/harvard-psychologist-says-people-judge-based-2-criteria-first-meet/?utm_content=buffere15ff&utm_medium=social&utm_source=facebook.com&utm_campaign=buffer

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Trust: The Cornerstone of Relationships and Leadership

http://www.leadershipdigital.com/edition/daily-development-leadership-2017-08-13?open-article-id=7038477&article-title=trust–the-cornerstone-of-relationships-and-leadership&blog-domain=coachstation.com.au&blog-title=coachstation

CoachStation: Building Trust in Leadership

Trust is the key to meaningful leadership, relationships and influence.

Most of us know this, but how do we develop trust in the workplace and at home?

 

 

3 PREVAILING BELIEFS THAT LIMIT LEADERSHIP

3 Prevailing Beliefs that Limit Leadership

What you believe about yourself, others, and events governs your attitudes and behaviors.

Limiting beliefs produce limited results.

3 prevailing beliefs that limit leadership:

#1. Leaders are tough.

Leaders do tough things. Successful leaders do tough things with openness, kindness, and empathy. Navigating tensions between doing tough things with a kind heart is one of the greatest accomplishments on the leader’s journey.

The soft side of toughness:

  1. Openness: Open leaders listen, seek input, and ask questions.
  2. Kindness: Kind leaders make it easier for others to achieve great results.
  3. Empathy – Empathetic leaders know how to take the perspective of others.

Openness, kindness, and empathy are expressions of curiosity.

#2. Leaders tell people what to do.

When the house is on fire, command and control is appropriate. But command and control as a daily practice limits potential and marginalizes the talent.

One of the toughest transitions of leadership is the transformation from giving solutions to asking questions. Early in your career you earned promotions by providing solutions. But the leader’s job is building relationships and creating environments where others provide solutions.

#3. Leaders get things done.

The thing leaders really do is help others get things done.

In many organizations you are both leader and doer. You don’t have the luxury of focusing exclusively on the performance of others. For example, you implement the new initiative and you lead the team to implement the new initiative. You have to execute and help others execute.

Shifting hats from doer to leader means facing the challenge of stepping back so others can step in.

3 tips:

  1. Ask open questions in meetings.
  2. Pat people on the back. Do this literally and frequently.
  3. Remember that the orchestra makes the music. The conductor doesn’t make a sound. (Thanks to Ben Zander for this insight.)

What prevailing beliefs limit leadership?

How might leaders overcome limiting beliefs?

Here’s why your attitude is more important than your intelligence

https://www.weforum.org/agenda/2017/08/heres-why-your-attitude-is-more-important-than-your-intelligence?utm_content=buffer0f9a5&utm_medium=social&utm_source=facebook.com&utm_campaign=buffer

A worker arrives at his office in the Canary Wharf business district in London, Britain February 26, 2014.      REUTERS/Eddie Keogh/File Photo                GLOBAL BUSINESS WEEK AHEAD PACKAGE Ð SEARCH ÒBUSINESS WEEK AHEAD 5 SEPTEMBERÓ FOR ALL IMAGES - RTX2O4AU

When it comes to success, it’s easy to think that people blessed with brains are inevitably going to leave the rest of us in the dust. But new research from Stanford University will change your mind (and your attitude).

Psychologist Carol Dweck has spent her entire career studying attitude and performance, and her latest study shows that your attitude is a better predictor of your success than your IQ.

Dweck found that people’s core attitudes fall into one of two categories: a fixed mindset or a growth mindset.

With a fixed mindset, you believe you are who you are and you cannot change. This creates problems when you’re challenged because anything that appears to be more than you can handle is bound to make you feel hopeless and overwhelmed.

People with a growth mindset believe that they can improve with effort. They outperform those with a fixed mindset, even when they have a lower IQ, because they embrace challenges, treating them as opportunities to learn something new.

Common sense would suggest that having ability, like being smart, inspires confidence. It does, but only while the going is easy. The deciding factor in life is how you handle setbacks and challenges. People with a growth mindset welcome setbacks with open arms.

According to Dweck, success in life is all about how you deal with failure. She describes the approach to failure of people with the growth mindset this way,

Failure is information—we label it failure, but it’s more like, ‘This didn’t work, and I’m a problem solver, so I’ll try something else.’”

Regardless of which side of the chart you fall on, you can make changes and develop a growth mindset. What follows are some strategies that will fine-tune your mindset and help you make certain it’s as growth oriented as possible.

Don’t stay helpless. We all hit moments when we feel helpless. The test is how we react to that feeling. We can either learn from it and move forward or let it drag us down. There are countless successful people who would have never made it if they had succumbed to feelings of helplessness: Walt Disney was fired from the Kansas City Star because he “lacked imagination and had no good ideas,” Oprah Winfrey was fired from her job as a TV anchor in Baltimore for being “too emotionally invested in her stories,” Henry Ford had two failed car companies prior to succeeding with Ford, and Steven Spielberg was rejected by USC’s Cinematic Arts School multiple times. Imagine what would have happened if any of these people had a fixed mindset. They would have succumbed to the rejection and given up hope. People with a growth mindset don’t feel helpless because they know that in order to be successful, you need to be willing to fail hard and then bounce right back.

Be passionate. Empowered people pursue their passions relentlessly. There’s always going to be someone who’s more naturally talented than you are, but what you lack in talent, you can make up for in passion. Empowered people’s passion is what drives their unrelenting pursuit of excellence. Warren Buffet recommends finding your truest passions using, what he calls, the 5/25 technique: Write down the 25 things that you care about the most. Then, cross out the bottom 20. The remaining 5 are your true passions. Everything else is merely a distraction.

Take action. It’s not that people with a growth mindset are able to overcome their fears because they are braver than the rest of us; it’s just that they know fear and anxiety are paralyzing emotions and that the best way to overcome this paralysis is to take action. People with a growth mindset are empowered, and empowered people know that there’s no such thing as a truly perfect moment to move forward. So why wait for one? Taking action turns all your worry and concern about failure into positive, focused energy.

Then go the extra mile (or two). Empowered people give it their all, even on their worst days. They’re always pushing themselves to go the extra mile. One of Bruce Lee’s pupils ran three miles every day with him. One day, they were about to hit the three-mile mark when Bruce said, “Let’s do two more.” His pupil was tired and said, “I’ll die if I run two more.” Bruce’s response? “Then do it.” His pupil became so angry that he finished the full five miles. Exhausted and furious, he confronted Bruce about his comment, and Bruce explained it this way: “Quit and you might as well be dead. If you always put limits on what you can do, physical or anything else, it’ll spread over into the rest of your life. It’ll spread into your work, into your morality, into your entire being. There are no limits. There are plateaus, but you must not stay there; you must go beyond them. If it kills you, it kills you. A man must constantly exceed his level.”

If you aren’t getting a little bit better each day, then you’re most likely getting a little worse—and what kind of life is that?

Expect results. People with a growth mindset know that they’re going to fail from time to time, but they never let that keep them from expecting results. Expecting results keeps you motivated and feeds the cycle of empowerment. After all, if you don’t think you’re going to succeed, then why bother?

Be flexible. Everyone encounters unanticipated adversity. People with an empowered, growth-oriented mindset embrace adversity as a means for improvement, as opposed to something that holds them back. When an unexpected situation challenges an empowered person, they flex until they get results.

Don’t complain when things don’t go your way. Complaining is an obvious sign of a fixed mindset. A growth mindset looks for opportunity in everything, so there’s no room for complaints.

 

7 QUESTIONS THAT ANSWER THE ULTIMATE OPPORTUNITY OF LEADERSHIP

7 Questions that Answer the Ultimate Opportunity of Leadership

The easiest thing leaders do is get things done. The hard part is the people.

Leaders are ineffective if all they do is get things done.

The true focus of leadership:

Leaders focus on people while getting things done.

The greatest opportunity of leadership is developing other leaders.

If you don’t get things done, you won’t be a leader very long. But ultimately leaders enable others to get things done. Now the question is, “What things?”

Leaders advance the welfare of others.

You earn the right to lead by advancing the welfare of others. But serving the greater good is only the first level of leadership. The hard part is next.

Leadership expands when the people you serve become leaders who enable others to serve.

The 3 Levels of Leadership:

Level 1: Advance the welfare of others.

Level 2: Influence others to advance the welfare of others.

Level 3: Influence others who influence others to advance the welfare of others.

How to serve those who serve others:

  1. Honor humility. Won’t honoring humility inspire pride? Not if you think of humility as behaviors and practices.
  2. Break isolation. Establish and strengthen connections.
  3. Clarify ‘good’. People must know what ‘good’ is, if they plan to advance it.
  4. Recognize service.
  5. Celebrate openness.
  6. Show enthusiasm, more than criticism, for others.
  7. Address tough issues with candor, empathy, and compassion.

7 Questions that develop leadership in others:

  1. If you were to exemplify humility today, what might you do?
  2. How might you help others establish and strengthen connections today?
  3. How might you advance the welfare of others today?
  4. Who might you recognize today?
  5. How might you be open to the suggestions and ideas of others today?
  6. How might you pass your enthusism on to others today?
  7. How will you acknowledge emotions and deal with tough issues at the same time?

How might leaders focus on people while getting things done at the same time?