Category Archives: Character-based Leadership
One of the most tremendous truths about being human is how our thoughts, feelings, and desires interconnect.
Through our internal connectedness of mind, body, and soul, we can harness greatness within ourselves and develop each aspect to become stronger and more in tune with the other aspects.
Yet our humanness comes with a flaw, in that we can get our feelings out of proportion to rational thinking. When that occurs, we are governed by only one part of us which, if not checked and balanced with the rest of our being, can lead us and others astray.
Feelings are great for motivation, inspiration, and drive. But many people that live solely off of motivational seminars find themselves flat when they try to be in touch with their feelings much to the exclusion of their thoughts.
This can also be true of those who spend time in fear or worry and let those emotions override their actions. Too many times leaders are led by their feelings, and not their minds.
That is where leaders need to consciously and consistently track their thoughts, and not just their feelings.
REAL LIFE SCENARIOS BASED ON LEADING BY FEELINGS
- A senior executive afraid of unfounded circumstances that calls meetings to solve problems that don’t exist
- A new department manager who is agitated that things are done a differing way than what they’ve done in other companies
- A shift supervisor who is worried that certain company actions mean they will be laid off
- An employee who doubts the sincerity of leadership even though there is open and clear communication
In each of the scenarios, the following feeling-statements took over rational thinking…
- “I feel…”
- “We’re afraid…”
- “We suspect…”
- “I can’t believe…”
- “You don’t see…”
These feelings, without being run through the proper process of thought and facts, can cause wrong actions, disengagement, and toxic culture to manifest. What is needed to happen with each feeling is to manage the feeling-statements through thinking-statements such as the following…
- “This shows…”
- “We know that…”
- “The studies reveal…”
- “Our culture supports…”
- “The reality is…”
- “I have found…”
When you or a colleague start to descend into making decisions driven by irrational feelings, it’s best to practice this two-prong approach as a standard action:
STOP & THINK
By stopping how we feel long enough to think through our emotions and process the facts at hand, one can find a balance between gut feelings, emotions, sound process, and being rational. We can bring our feelings into their proper place, and then use the right feelings to propel our plan of action.
As leaders, we should be in touch with our feelings – and those of our people – but be governed by sound thinking on what we always know to be right. When our emotions take us away from what we know to be true and correct, we fail to utilize our entire selves in our influence.
Fear has its place when it spurs us away from complacency. Excitement is right when it opens the doors to goals and innovation. Our feelings have their place when they intertwine with right thinking to create a stronger rope which we can give our teams to help us pull together.
Be led by right thinking. Infuse people with the right feelings. Help you and your teams stop and think throughout their day.
(images: dynamikhgynaika.gr, anaman.net)
(this post originally appeared in Lead Change Group)
Today’s post is courtesy of Mark Miller. Mark began writing about a decade ago. He teamed up with Ken Blanchard, co-author of The One Minute Manager, to write The Secret: What Great Leaders Know and Do (2007). More recently, he released Chess Not Checkers (2015), and Leaders Made Here (2017). His latest is Talent Magnet: How to Attract and Keep the Best People (February 2018). Today, over 1 million copies of Mark’s books are in print in more than two dozen languages.
What’s the hardest thing a leader has to do? Honestly, I’m not sure.
For me, it varies with the circumstances of the day. However, if I pull up and stop fighting fires and escape the entanglements of growing bureaucracy, I think I might vote for Ensuring Alignment.
Having seen our organization grow from less than two dozen staff to almost 2,000, I can say the task of keeping everyone aligned is mind-boggling. However, regardless of the difficulty factor, I believe Ensuring Alignment is one of the leader’s highest priorities – and one with incalculable returns.
For these reasons, I was not surprised when we began sorting through all we learned from our Top Talent research project about their expectations for their leaders, and landed on this idea of Ensuring Alignment as a leadership best practice. No organization drifts toward a big vision – you drift out to sea or over a waterfall, but you don’t drift to greatness.
Here’s an excerpt from the Talent Magnet Field Guide on this topic…
“When organizations work together, they set themselves apart. Clearly, alignment accelerates impact. Leaders who want to position their organizations to accomplish a Bigger Vision must Ensure Alignment; only then can they harness the collective energy of those they lead. Without alignment, energy, productivity, and impact will suffer.
Picture a tug of war. If leaders can get everyone in the organization on the same side of the rope pulling together toward the vision, their competition is in trouble. When everyone is in sync, not only is the existing workforce energized, but potential talent will be drawn to the team.
Alignment permeates every aspect of a high-performance culture. Leaders know they must model the way and continually work to train team members to embrace the vision, mission, values, systems, and strategy if they hope to execute at a high level. If they succeed, everyone wins. Additionally, they position themselves to be an employer of choice for Top Talent.”
As a leader, you must choose where to invest your time. You can thrash away neck deep in the weeds of busyness or you can make a strategic decision to build an aligned culture. Choose to Ensure Alignment and you will be a step closer to becoming a place so attractive, Top Talent will be standing in line to work for your organization.
About Mark Miller
Mark Miller began his Chick-fil-A career working as an hourly team member in 1977. In 1978, he joined the corporate staff working in the warehouse and mailroom. Since that time, Mark has steadily increased his value at Chick-fil-A and has provided leadership for Corporate Communications, Field Operations, and Quality and Customer Satisfaction.
Today, he serves as the Vice President of High-Performance Leadership. During his time with Chick-fil-A, annual sales have grown to over $9 billion. The company now has more than 2,300 restaurants in 47 states and the District of Columbia.
When not working to sell more chicken, Mark is actively encouraging and equipping leaders around the world. He has taught at numerous international organizations over the years on topics including leadership, creativity, team building, and more.
Have you ever noticed that quite often leaders don’t promote many of their staff?
That’s because the default method of many average leaders is to hire people who are on a “lower level” than themselves.
I have worked with individual leaders who have hired non-degreed professional help, those with “basic intelligence”, “good followers” and people who are of lower self-esteem on purpose. Those justifications are below:
- The leader wants to be in complete charge
- They never want to be questioned
- Or held accountable
- She or he want to be the smartest person in the room
- They like having a paternal/maternal reputation
- He or she believe they can bully, fool or manipulate their subordinates
However the fact is, that surrounding yourself with people in any capacity that don’t challenge you only makes you grow weaker. When you associate with people who don’t sharpen your skills, the tendency is to not be sharpened yourself. In any realm, that means you grow dull and regress.
The most astute leaders know that hiring people who can be smarter, more energetic, more tech-savvy, or with better charisma doesn’t just compensate for what they don;t fully possess as a skill, and will not only complement what the hiring leader has, but will actually help them learn and play up to the heightened skill set that gets brought on board.
Hiring better people than yourself should not be feared, but fully embraced. I have yet to witness a sharp leader who has hired sharper people and then found themselves out of a position. In fact, the reason they hired individuals who challenged them actually cemented the role that they had in the first place, because the key to being a great leader was displayed – seek and hire great talent.
Purpose to seek and hire talent better than yourself. It not only build the team, but makes things easier for everyone in the organization. You can only benefit from it.