Tag Archives: motivation

One size DOESN’T fit all

Standardization and consistency are necessary but not sufficient if you want to be a leader that truly helps your people thrive. As my humorous picture depicts: people are not the same! They need different sizes and types of leadership from you. Different strokes for different folks informs individualized consideration which is the fourth I of transformational leadership.

Individualized consideration focuses on the importance of leaders recognizing the unique characteristics of each person on their team, respecting and valuing their uniqueness, and most importantly taking different actions based on their unique needs and strengths.

The first step starts at a personal level. Individualized concern asks leaders to genuinely demonstrate awareness and interest in the individual needs or concerns of their people.  Next your leadership actions must vary and be customized to bring out best in each person on the team.

Sounds challenging and it is. However small steps matter and people appreciate authentic interest. Informal conversations, purposeful checking in, listening and being open to new perspectives will help you detect what is important to each person on your team. Do they like data? Are they drawn to the concerns of others? Do deadlines energize them? Are they focused on new ideas? Do they want clear processes or structure? You get the idea.

Acknowledging the uniqueness of the people you lead and supporting them so they can leverage their strengths will unleash the potential in your team.

Todd Thorsgaard

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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

 

 

 

“If you don’t fall, you aren’t learning”

Paul falling 2Last week this photo of my brother crashing showed up in my Facebook feed. Ouch. Having biked with my brother often, I know he got up, checked himself for injuries, and then tried to get over that boulder again – and made it! He took a risk, tried an unknown, fell, figured something out and succeeded. Leaders have to do the same thing. Take risks, be prepared to crash, learn from it and try again.

A recent article in the Telegraph Connect, an online community for leaders, highlighted that successful leaders “will take carefully calculated risks, while accepting that failure is a byproduct of success and innovation.” The key point being that they are calculated risks and a part of a leadership strategy having four parts.

  1. Calculated risks mean predicted success. Assess if your goal is important enough to take a chance. Do your preparation and planning and don’t rush in blindly. And, purposely accept and have a plan for how you will learn from each and every misstep, mistake, blunder or crash!
  2. Failure is a part of experimenting. This requires trust and actually accepting the fact that failure WILL be a part of your career.
  3. Change requires growth. You will operate out of your comfort zone during times of important growth.
  4. Accept failure and build rapport. You can create a culture that takes risks, and then acknowledges, accepts and learns from the failures that inevitably follow.

Growing up my family always shared the phrase I used in the title, “If you aren’t falling, you aren’t trying something new and learning.” Are you encouraging your team to “go for it?”

Todd Thorsgaard

A fresh start!

back-to-school-300x199As a kid the start of a new school year was both exciting and a little unnerving. A chance to build on what you did last year and a chance to make a fresh start!

Similarly, when you are a new leader or an experienced leader each day is a new start. A chance to build on your experience and the opportunity to make a fresh leadership start.

Amy Jen Su, author and co-founder of the executive coaching and leadership development firm Paravis Partners, encourages leaders to “step back and think about your leadership presence and if you are thinking, saying, and showing up as you most hope to and intend.” In her Harvard Business review article she highlights four key fresh start actions for both new and experienced leaders.

  1. Set or update a leadership values-based goal. Your people pay great attention to what you do and how you do it. Having an aspirational other-directed goal to guide your daily decisions and actions will directly impact the perceptions your team has of you and will strengthen your relationships at work.
  2. Continue to develop and increase your emotional intelligence and situational awareness. Leaders get work done through others and everyone on your team is different and every situation is different. Different motivations, different perspectives, different backgrounds, different experiences, and on and on. You need to be agile and adaptive. A starting point is to ask yourself the following questions before important interactions:
    • Who is the other person or audience?
    • What might their (not yours) perspective on this topic be?
    • How are they best motivated or what is most important to them?
    • What is unique about this situation, what variables are important here and now?
    • What are the optimal outcomes in this situation, for these specific players, for our team, for our organization?
  3. Be clear and direct, with respect. Leadership is build on two-way dialogue and trust. Leaders need to be clear and open to other perspectives – at the same time.
    • Know what you think and what is important to you – what are your convictions.
    • Ask, listen and acknowledge – provide space and acceptance of other points of view.
    • Share the WHY – include context, connection to personal and organizational priorities, and alignment.
  4. Be a stable and grounded presence in the face of change, stress, or difficult news. People need to feel safe bringing you news, even bad news. Otherwise you will end up in a vacuum with no information and no ability to make a difference. In addition, your team will look to you and mimic how you react to stress and changes. It is important to be genuine but prepared to demonstrate your leadership presence, even in tough times.

Fresh starts are exciting and a little scary. They give us an opportunity to reflect, build on what has worked and try something new.

Good luck!

Todd Thorsgaard

 

Where’s the meaning?

where-is-the-meaningIf the people on your team have to ask “Where is the meaning in my work?” something is wrong!

In his book  Meaning, Inc. , Gurnek Bains ecourages leaders to bring the organization’s mission and vision to life through meaningful work. Between actual work time and digital connections people spend over half of their waking hours “at work.” Understanding how those work activities are making a contribution to customers (students at Minnesota State), the community or larger society will make work more meaningful.

While each person on your team has their own personal values and beliefs about what is important, there are actions that leaders can take to strengthen meaning at work.  Bains identifies the following leadership activities that help create more meaningful work:

  • Discussing and supporting personal stretch goals that are related to the vision.
  • Focusing on the unique strengths and talents that each person brings to work.
  • Documenting, evaluating, providing feedback and highlighting each person’s work and contribution to group efforts.
  • Clearly linking individual and team work activities and accomplishments to wider issues.
  • Ensuring that short-term goals don’t conflict with the deeper organizational purpose.
  • Role modeling stated ideals.

Making sure your people know the difference their work makes in the lives of other people builds meaning. And meaning is powerful.

Todd Thorsgaard

Connecting the culture

Stillwater bridgePolicies, procedures, rules, hierarchies and roles are the pylons or framework of organizational culture but you, the leader, provide the human element connecting your people to the structure. Like the incomplete Stillwater bridge, until you connect the individual pylons with your day to day actions, the culture won’t help them get to where they need to be.

Curt Coffman and Kathie Sorensen, authors of Culture Eats Strategy for Lunch, state it this way; “it is the human interaction within these structures – our emotional connections – that determines its (culture) effectiveness.”

I experienced a powerful example of this last week at the MnSCU annual orientation program for our new senior leaders. Chancellor Rosenstone was describing the challenges our system faces and our strategic framework and Charting the Future next steps. What made it real for me was when he added the human element. He reminded us of the difference each one of us can make in the lives of our students. He highlighted a core belief that all Minnesotans deserve an opportunity to improve their lives and he challenged each of us to take on the responsibility to bring that value to life in our day to day work! It sent chills down my back.

Coffman and Sorensen encourage leaders to serve as the translators, connectors and catalysts of culture. Adding the human element can make your culture inspiring!

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Todd Thorsgaard

Leading authentically

“No one can be authentic by trying to imitate someone else. You can learn from others’ experiences, but there is no way you can be successful when you are trying to be like them. People trust you when you are genuine and authentic, not a replica of someone else.” Discovering Your Authentic Leadership. Harvard Business Review, February 2007.

I am always heartened when I review the literature on authentic leadership. It is reaffirming to remind myself that successful leaders can “be themselves.” It is also daunting because it highlights the importance of clarifying and challenging my deeply held values and expectations of myself!

During the month of April we will be focusing on Authentic Leadership: what it means, why it is important in today’s ever-changing work environment and how to “discover your own authentic leadership.”

Striving to be an authentic leader requires work and constant attention, yet it is also energizing to clarify why we do what we do and how we can do it better. This month each of us will have the opportunity to focus on our own:

  1. Self-awareness
  2. Transparency in relationships
  3. Balanced and fair interactions
  4. Purpose for actions

Leading with authenticity allows us to bring out the best in ourselves and in the people we lead.

As Oscar Wilde said, “Be yourself.  Everyone else is taken.”

Todd Thorsgaard