Tag Archives: engagement

I’ve got a secret…..

Unless you have a birthday coming up, these are not words you want to hear. Especially at work from your boss. They strike fear and sow mistrust, yet, as leaders, you have information that you cannot share with your people – you have secrets! How do you balance the transparency needed to demonstrate integrity with the confidentiality your position requires?

Karen Seketa, a blogger that I follow, suggested that we think of it as being translucent not completely transparent. Leaders are “not sharing ALL information ALL of the time” but taking “an intentional approach to empowering your employees with the information they need in order to be successful.” When I consult with leaders they get hung up on what they can’t share and they overlook all they can share. Even in the most chaotic and tumultuous times you can share how decisions are being made, how you will keep them informed, how they can be involved and how they can share their concerns with you. People need and want clarity, honesty and how they can be involved. You can share that, even when you can’t share every detail or name or potential option being considered.

Yes, you may have a secret but that doesn’t mean you are hiding things from your people.

Todd Thorsgaard

 

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Can you see from where you are?

What engages your people? At our colleges and universities we hope it is the success of our students both during college and after graduation! What would your people say?

In reality it is often challenging for people to see a direct connection between their day-to-day work and the ultimate difference it makes to your customers, be they students in higher education, patients in health care, or whomever. Focusing this line of sight for your people helps them directly see the value and importance of their work which has been shown to increase engagement and performance. A real win-win for leaders.

Management educator and author Russ Linden shares a few ideas on how leaders can do a better job to create a line of sight for their people.

  1. Put a human face on your mission and vision. A health care organization I worked at for many years would always invite patients to join our work team meetings. It truly changed how we thought about our work.
  2. Encourage and make it easy for people to take short-term assignments or projects in different departments/divisions/locations. Exposing people to the full range of work required to serve your customers and how the pieces fit together helps them understand the importance of each step.
  3. Turn employees into customers. Actively look for ways to let your people experience your organization as a customer. Make it real for them.
  4. Schedule and hold multi-unit and multi-location meetings and training events. Whenever possible have people working together as a “whole” rather than in separate “pieces” so they begin to see themselves as an integral element in the overall process.

Leaders have the responsibility and the opportunity to sharpen the line of sight for every person on their team. What examples can you share of a leader doing a great job or an idea you used successfully?

Todd Thorsgaard

 

It takes more than understanding

The harsh reality for leaders is that understanding without action is not enough to make a difference. In fact, a more accurate title for our January leadership competency could be – Understands Self and Others – and does something with that understanding. Kind of cumbersome but more realistic.

Tom Rath and Barry Conchie in Strengths Based Leadership, identify four essential elements that people want from their leaders and when they get them they are more engaged and committed to their work.

  1. Trust: Credibility, respect, integrity and honesty
  2. Compassion:  Caring, concern about whole person, genuine interest in whole person
  3. Stability:  Predictability, consistency, fairness and security
  4. Hope: Direction, clarity, guidance and optimism for the future

Understanding these human needs for engagement is a starting point for identifying day-to-day actions you can take to demonstrate trust, compassion, stability and hope to your people. It will look different for each of us but taking action is what is important.

A great starting point is to think back to leaders who have most inspired you and ask yourself, what specifically did they do to demonstrate trust, compassion, stability and hope?

Please share your answers and we can build a toolkit of action ideas to share among us!

Todd Thorsgaard

“Tell me more about that….”

(Click on image to expand)

To truly understand someone you need to care about them, at least a little bit. As a proud introverted leader that sounds daunting. Yet a close look at the Gallup Q12 Engagement Index shows that a “manager caring about their people” is a clear determinant of employee engagement!

How can you get to know your people while still respecting and acknowledging the natural boundaries that exist between leaders and their teams? You are busy, your people are busy, and you are their boss. Leaders can’t become best friends or confidants, but genuine caring about employees as a whole person is crucial. For most leaders the problem isn’t the genuine caring but figuring out HOW to show their interest and caring in a work setting.

A recent article in Forbes highlights “Seven Ways a Leader Can Get to Know Their Team Better” with practical ideas.

  1. Help Your People Succeed Anywhere, Not Just in Their Current Role. Remind yourself and your people that success and development in their current role will help them in their future, regardless of where they choose to go.
  2. Schedule Regular Celebrations. This isn’t a new idea but in the chaotic world of work it is easily overlooked. Taking time together and talking about non-work topics builds stronger relationships.
  3. Manage By Walking Around. Get up and informally talk with your people. Share personal anecdotes and inquire about non-work activities, milestones, and experiences.
  4. Talk Naturally During Downtimes. Take advantage of the time before meetings, in the hallway, on the elevator, or while webinars are starting to chat about anything other than work.
  5. Ask About Displayed Photos, Trinkets, Mementos, Art Work, etc. This is my favorite! I started the post with a saying I have posted on my wall and I have many stories behind it. What your people display is important to them and asking about it will help you truly connect.
  6. Make Sure to Listen! All your hard work will be for naught if you don’t actually listen. Enough said.
  7. It Requires Variety. Genuineness and caring is not one size fits all. When you open up your interactions to the whole person you need to be flexible and adaptable.

Ask about that photo and see what you learn. I bet it will be interesting.

Todd Thorsgaard

Get your steps!

Becoming a transformational leader can seem intimidating. It can seem like something you are either born to be or not. In reality it all starts with getting your daily steps in. Sometimes called “management by walking around” as described in the Tom Peters and Bob Waterman 1982 bestseller In Search of Excellence.

An article in one of my favorite resources for leaders, the website MindTools: Essential skills for an excellent career, highlights how to connect with your people and build the relationships that lead to transformational work by getting your steps in!

Management by wandering around” does require more than just aimless chatting or random office visits.  MindTools encourages leaders to:

  • Relax – take a deep breath, calm your mind and make it easy for people to be open with you.
  • Listen and Observe – take the time to understand your people and demonstrate genuine interest in their perspective.
  • Be Inclusive – wander everywhere, strategically plan to connect with your whole team.
  • Recognize Good Work – encourage people to share what they are proud of and give specific compliments.
  • Spread the Word – share what you hear with others and share what you know about the work being done.
  • Embrace Chat – learn more about people’s non-work interests and lives. Demonstrate that you are aware they are more than just what they do at work.
  • Don’t Overdo It – don’t hover over people or become a distraction.
  • Review Your Conversations – assess what you have learned, take action and solve problems.

Transformational leaders know their people and know their work.

Todd Thorsgaard

 

Are they doing it wrong, or just differently?

One of the four I’s in the Bass model is Intellectual Stimulation.  Bass says that transformational leaders involve followers in working through problems and encourage them to find innovative solutions.

While this makes sense, it’s not always easy to do.  I’ve worked with many leaders that have a very difficult time letting people do things in new or different ways.  An important question is to ask “are they doing it wrong, or are they just doing it differently?”

If someone’s approach is going to yield the needed results, within an appropriate time and budget, give them the autonomy to proceed and help them evaluate the new process. You may find that it’s an improvement.

But what if it’s not better?  I worked with a department that saved a lot of time by skipping several unnecessary process steps. Or at least it was working until it was time for the annual report to the regulatory agency. Suddenly those steps were critical and there was a lot of work to re-create them.

When considering intellectual stimulation, ask yourself these questions:

  • Do they clearly understand the goals and boundaries of the problem?
  • How can I help them see the big picture?
  • How can I encourage them to generate creative solutions and support their efforts to try new things?
  • What assumptions may be getting in the way?
  • What barriers can I eliminate?

How did it feel when one of your leaders challenged you in this way?  How can you provide that for others?

Dee Anne Bonebright

 

 

 

Follow the leader

It takes more than saying the right things to be a transformational leader; you have to do the right things! And that takes work.

Through their work transformational leaders demonstrate Idealized Influence, the first of the 4 I’s that Anita described in her post on Monday.  Just like the lead biker in a team time trial, they don’t just have a powerful message or good ideas. They lead by example. They are the type of leader who isn’t afraid to roll up their sleeves and work along side you.

In fact, through their actions they become such a positive role model that people are inspired to follow. The following actions or behaviors are often listed when people describe a transformational leader. They:

  • Walk the talk
  • Would never ask you to do something they wouldn’t do
  • Stay true to their values without worrying about outside opinions
  • Spread enthusiasm and integrity
  • Provide real-life examples through their actions
  • Take personal risks when it is the right thing to do
  • Inspire through action

Becoming a more transformational leader is a lot of work, but the trust and engagement you build can set the stage for success.

Todd Thorsgaard