Leaders ViewPointe

Staying On Your Current Path May Not Be In Your Best Interest

Steven Iwersen — Wed, 20 Mar 2013 13:29:28 -0500

Taking a turn for the worse could be better than staying on the current path.

The expression “took a turn for the worse” implies bad news. But what if staying on the current path was not in your best interest?

Getting to our family cabin during the winter requires snowshoes or skis. When you arrive you have to shovel out the door, start a fire and make some hot chocolate. But sitting in the cabin is not the reason we go. Playing in the snow is the mission.

My kids favorite activity was sledding down the steep hillside road. On one trip, hearing their joy as they plummeted downhill was contagious. We only had three sleds and I have three boys. If I was going to experience a frosty acceleration I had to improvise. That’s when the proverbial light went on and I retrieved the canoe. The boys watched as their mom and I carried everything up the hill. We climbed in, pushed off and I used my paddle as a rudder to guide us down.

We picked up tremendous speed in a short period of time. The boys cheered as we flew past them. I was screaming in pure delight. This was better then an old sled!

Now, as you reach the bottom the road takes a hard right turn and levels off in front of the cabin. On approach I began to dig the paddle into the snow hoping to navigate the turn. We didn’t turn. Our momentum launched us straight off the road into a thicket of bushes and trees.

The canoe did not slow down. It pushed through the branches carving out an unexpected path. The front edge of that fiberglass projectile suddenly found an object that would not move out of the way - a fence post. I know what it means to come to a “dead stop.” Well, the canoe stopped. We continued forward and slammed into the front. A moment later we rolled out of the canoe breathless, dazed and bruised.

The boys were laughing in hysterics. The doctor laughed uncontrollably when she asked me to explain how my injuries occurred. It’s funny now, but I wasn’t laughing then.

Unexpected turns happen. You can count on it. The surprise of those experiences and the consequences are not always pleasant. However, most people will tell you that the “turn for the worse” made them stronger, more thankful, and closer to their family than before. The turn became the catalyst for a change of heart or a reality check of what is really important.

In business and leadership, getting caught up in our own success may divert us from the turns we really need to take. The momentum we’ve created could become our worst enemy. The current path might be a dead end. There are some turns we really should take. Here are some lessons I learned from my missed turn:

Every idea is not always a great idea.
Test your ideas and equipment before you launch.
Take time to consider the dangers.
Be prepared with an exit strategy.
Surround yourself with people who won’t mock you.
Some turns in the journey are to be desired.
Learn to laugh at your mistakes and move on.

by Steven Iwersen, Keynote Speaker and Ambition Expert

What Carlos Santana Can Teach Us About Servant Leadership and Collaboration

Steven Iwersen — Wed, 13 Mar 2013 08:05:00 -0500

Collaboration is the art of working together to create something. Leaders help the process when they view themselves as servant leaders. They hinder the process when they see themselves as the ones to be served.

Carlos Santana, in the Forbes interview “Carlos Santana on Creativity in Business and Art” written by Kenneth Hein, reveals some great insights on how true collaboration is the result of self-less contribution. Look at what Carlos said:

“Collaboration, partnership, friendship and marriage all take trust and willingness to allow willingness. When I collaborate on a song or on stage, I am here to complement, not compete.”

“A true collaboration only works when you complement what the other person is saying and inspire one another to go further.”

We’ve all known leaders who go through the motions of collaboration but push their own agendas. In that case, people are less engaged and the best of their talents never make it to the table.

When a leader approaches the creation of ideas with an attitude of helping others develop their best contribution - the results will be inspiring and rewarding for everyone involved. The best way to advance remarkable performance in your organization is to use your talents to enhance your employees potential.

ASK YOURSELF - “Am I here to complement or to compete?”

How would your employees view your interaction with them?

Inspire your people to go further. Complement them today!

To help you create this kind of collaborative environment for your team, I wrote the ebook - “The Checklist for Building A High Impact Team”. Click here for an free excerpt.

-- -- -- -- -- --

And here is a great interview with Santana that might spark some ideas for your creative process:

How to Solve the Real Problem to Problem-Solving

Steven Iwersen — Mon, 11 Mar 2013 08:05:00 -0500

“Where am I going to find the time to get everything done?”

“It is just not possible to get any time to myself. I’m in endless meetings or being constantly interrupted.”

“Management wants me to ‘think outside of the box’ and find some creative solution to this problem. Right! My schedule is too busy and brainstorming is nothing but a source of frustration. People come up with ideas that I don’t have the budget for or the time to implement; and then they get mad because I don’t follow through on their ideas.”

This is starting to sound too familiar, isn’t it? Leaders have a tremendous amount of responsibilities in these challenging economic times and the demand to be creative is a constant expectation in the equation.

The time factor is not the only problem though. There is a more pervasive distraction that is hampering our ability to use our imagination and unleash the creative potential of our thoughts. It is the product of our fabulous information age and advances in technology. The real problem is noise.

Yes, “Noise”.

Stop right now and observe what’s going on around you. What noise can you identify?

Most of us could list the noise we hear - the buzz of lights, computers, people talking, etc. And yet, the noise that drowns out our ability to think creatively is more than that - it includes:

the access to the internet,
the stack of papers on the desk,
emails,
cell phones,
social media (Facebook, Twitter, LInkedIn, Pinterest...)
the caption feed running along the bottom of the screen while you watch the news,
text messages,
that to-do list.

All of these, and so much more, are constantly pulling for the attention of our thoughts and crowding out the power of our imagination.

We need to find ways to UNPLUG from the noise. Do you remember all the "cool ideas" you thought of when you were a child? Where did you have those ideas? People tell me those ideas came when they climbed up in a tree, were on a swing at the park, or reading at the library. No crowds, no noise, just quietly thinking.

Think about this - great ideas often occur to us in the shower! Right? I'm sure that's happened to you. And it's because there are fewer distractions.

Consider this great advice from Carlos Santana from a recent interview published by Forbes:

“Your imagination is like a muscle. If you take the time to just sit down and just close your eyes and imagine things, it’s like a muscle you develop. That’s why it’s good to turn off all the computers, TV and noise and just sit with yourself for a while. You can get beyond the noise and you get to hear this voice. This voice sounds very different than all the other accusing voices or guilt voices and fear. Once you start hearing this voice, it is very soothing, gentle and is very non-accusing. And then you can expand upon the ideas and make them a reality.”

I really appreciate what he says about the “voice...soothing, gentle...non-accusing.”

If you want to solve the real problem to problem-solving ELIMINATE THE DISTRACTIONS. You can recapture your child-like ability to imagine, to dream and to create. Here are some quick actions to overcome the distrations:

1) UNPLUG for a while each day and TAKE A WALK.

2) LEAVE the technology on your desk.

3) CARRY A NOTEPAD and a pen. Yes, the old fashioned tool of paper and pen.

4) LISTEN TO and WRITE down the ideas that you hear in your thoughts. The physical act of expressing those thoughts in your mind and watching them develop into visible elements on paper is enlightening.

5) TAKE A WALK and TALK. Have a creative person join you. Talk about ideas, not about events or other people. Steve Jobs did this all the time.

Develop that muscle. The next time you go into a problem solving meeting, you’ll be better prepared to lead the solutions.

- Steven Iwersen

Is there a Secret Ingredient for Getting the Leadership Promotion?

Steven Iwersen — Thu, 07 Mar 2013 08:00:00 -0600

Is there a "secret ingredient" for being the candidate of choice for a promotion within your organization? Are you tired of being the one who is qualified, but mystified as to why you got passed over again for the job? You do everything that is asked of you, take the intitiative to work on extra projects, and have a great reputation as someone who can be counted upon to get the job done. You're kind, approachable, considerate and consistent. You have what it takes to move to the next level. But someone else less qualified passed you by on the way to the corner office.

"What more do I have to do in order to be recognized around here?"

The problem may be revealed in that very question. Could it be that you have gained a solid reputation for your dependability as a doer? Focusing on doing more might not get you through the next door. Doing less is obviously not the answer. And don't start playing the mental / emotional gymnastics of thinking that it might be a problem with your personality or that someone doesn't like you. That is very unlikely. Focus instead on what you can do to improve your "executive presence".

My friend, Sara Canaday, has written a fabulous article for Pyschology Today titled: Do You Have The Leadership X-Factor? Sara offers some great ideas on how you can refocus and enhance your "executive presence". I encourage you to read the article. Here is a quick excerpt:

Believe it or not, the somewhat-elusive skills collectively described as “executive presence” frequently represent the only difference between an outstanding professional who gets marooned in middle management and one who seems to effortlessly rise in the corporate power structure.

Sara offers 4 specific strategies that can help you tip the scales in your favor. Those strategies include mapping out a professional developemnt plan, seeking out leadership feedback, redefining your value and seeking leadership roles outside of your current role. I want to also suggest that all leaders should use those strategies as a way to keep your professional edge.

One last thing I think we should keep in mind: not all people who advance to management roles on their good looks and savy conversational skills can keep up with the work load. I've met people who appeared to have "executive presence" but did not have the expertise or work ethic to keep up with the expectations. They turn out to be temporary employees.

Your reputation of dependability and capability is attractive. Match it now with a focused professionalism and you might not have to apply for the job - you might be asked to consider taking the job.

- Steven Iwersen

The Leadership Influence of Your Silence

Steven Iwersen — Wed, 06 Mar 2013 08:00:00 -0600

Anyone who is a parent or has looked after kids knows that silence can be a good thing or a bad thing. If you’re trying to get a small child to lay down and take a nap, silence can be good or bad. It could mean they’ve finally fallen asleep or that they’ve gotten up to play with a favorite toy. What is the first thing that goes through your mind when you have a group of kids playing rambunctiously in another room and the sounds drop from laughter to hushed whispers? Silence. Can be good or bad.

Employees can have the same reaction when their management gets quiet. Your silence as a leader can influence in two different ways. Good or bad.

Good

Most leaders believe that their position requires them to be the “spokesperson” and to give direction when there are challenges to overcome. But being silent could prove to be advantageous in developing the expectation and culture of problem solving. You can communicate the facts about an issue, the parameters in which the team needs to operate and that you are interested in their ideas. Being still allows them to think through the issues, to problem solve and discover potential solutions. Your silence begins to empower them and frees you from handling challenges they are capable of working through.

Bad

I’m sure that you’ve had an occasion when there was a misunderstanding with a close friend and when you’ve asked about it, you received no response. Apparently silence is a preferred way of informing others that you’re angry and this is a way to punish them. Your silence as a leader, in times of stress or disappointment, may cause them to think you are angry. The feeling of isolation that results is very detrimental to the trust needed to work through those difficult times.

You might not be upset and simply need some time to gather the facts and consider the options. It could also be that you are not even aware of an issue that needs to be discussed; and your perceived silence on the matter is interpreted as anger. Whatever the circumstances, don’t let this kind of silence persist. Engage the appropriate individuals in a conversation, ask the questions that need to be asked and practice the “GOOD” silence.

- Steven Iwersen

P.S. I'd really appreciate your thoughts and comments about this series on the Influence of a Leader. Pick your favorite and join the conversation, I look forward to hearing from you.

The Influence of Your Words

Steven Iwersen — Mon, 04 Mar 2013 08:00:00 -0600

We all know how important our words are when we communicate with others. We also know that it is not just the words, but also the tone in which we speak.

The words may be true, but what about the attitude?

People don’t process spoken words like they do when they read words. The influence of the tone and inflection is the audible version of bold or italicized words. What people hear causes them to interpret those words in ways we may not have intended. A good manager knows how to filter their words through the screen of common sense and good judgement.

I’d like to suggest two additional and strategic ways to use the influence of your words.

1. Timing -

Have you ever noticed how influential music is to the setting of a scene in a movie? You can tell when something explosive is about to happen. The music begins quietly and then gently builds in volume until the climatic moment. Sometimes after a powerful dramatic encounter the music playfully offers a little relief. And sometimes there is no music at all, but a pause of silence so that the viewer has a chance to think or breathe.

Your words are like music to your employees and team. The timing of your words is just as important as what you say. Great leaders know that in times of crisis or stress they should be speaking as soon as possible, providing a sense of direction or assurance. They also know that when someone accomplishes a goal the words of praise need to be offered quickly. And the power of the pause gives a leader the advantage of building the anticipation and attention of those that need to hear what is said.

Another important timing tip - when you notice that the employee is focused on accomplishing a task or is in the middle of a conflict, consider offering them the courtesy of some time to personally complete their own thoughts and reflection before introducing yours.

2. Questions

The questions you ask reveal what is important to you and sets the expectations.

The manager of a retail store is constantly asking if the trash was taken out, the floors swept and the displays updated. If those are the first questions the manager asks of the employees when they come to work, that is what they are going to focus upon. What do you think those employees are going to do when a customer walks into the store - stop cleaning or start serving? The manager that is always asking customer-related questions first is training the employees to put a high priority on service.

Your questions establish the priorities of your employees. What questions are you asking your team members today?

- Steven Iwersen

The Influence of Your Example

Steven Iwersen — Fri, 01 Mar 2013 08:00:00 -0600

Everyone is watching you! I’m not trying to scare you or create a reason for you to be paranoid. I’m just wanting to be fair and inform you of what everyone else has been noticing since you became a leader. In fact, it is the subject of many conversations in the break room and after work. Everyone knows that what you say is important. They really do try to pay attention and understand. But what you need to know is that your words really aren’t as influential as you think. The way you act is what really influences the employees and determines the level of their trust.

After a merger, Susan was given the Regional Manager position and moved to Idaho from another office in Oregon. She had strong sales numbers in her last position and some management experience. This was her step up on the ladder. And she was trying really hard to put her best foot forward.

The staff was gracious and accepting of the new leader, willing to give her a chance. It wasn’t going to be easy, because Susan was replacing a beloved owner/manager. Her first staff meeting went well as everyone got acquainted and they discussed the exciting technology tools the new company was providing. She shared her vision of how the offices could reach new goals and promised to be available to anyone who had ideas or concerns. Her goal for the meeting was to establish good communication and start to build the trust.

It didn’t last.

Susan’s actions never matched her proclamations or commitments. Everyone was watching her. She would call a staff meeting for 10:00 a..m. and show up at 10:15. She would make a commitment to follow through with an unhappy client and the staff would learn two weeks later that the client had never received a call. The promised emails always came too late to solve the problems. And when she’d come waltzing into the office from her latest lunch appointment, everyone would roll their eyes as they turned their backs. The trust level never got off the first rung of the ladder.

The resignations started to appear on her desk and the original staff slowly disappeared. People don’t leave companies, they leave people.

Everyone is watching you. Your example is what sets the standard of expectations. Your actions influence the performance level of those you lead. But more importantly, what you do or don’t do is what determines the trust. Low trust = low performance. High trust = high impact and full engagement.

Here are four quick ways to evaluate the influence of your example. Do you...

1) Keep your appointments with your employees.

2) Start meetings on time and end on time.

3) Respond to emails and voice messages within 24 hours or less.

4) Follow up on your commitments and let employees know the status.

- Steven Iwersen

P.S. If you are looking for a way to evaluate and improve your influence, check out the free excerpt from my e-book Checklist for Building A High Impact Team.

Ambulance Crew Rescued by Neighbors: A Lesson for Building Teams

Steven Iwersen — Wed, 27 Feb 2013 10:36:25 -0600

A remarkable group of people came to the rescue of the rescuers this week in Kansas City. A medical emergency call brought an ambulance crew and fire truck into a neighborhood that had been buried in record setting snow fall. A heart attack victim was in desperate need of transfer to a hospital. Upon arrival the ambulance got stuck in the snow and the EMT crew had to leave their vehicle behind and trudged by foot to the home. A small number of people, unaware of the medical emergency, were out shoveling their walks and witnessed the whole thing. The actions that the neighbors took next is what made this rescue headline news. (KC Star newstory)

While the emergency team was in the house, the neighbors ran to the ambulance and began to dig it out. Then they removed the snow from the home and the intersection. Three or four neighbors initiated the rescue efforts, but people started coming out of their houses to help. When it was all said and done, twelve people of all ages watched as the ambulance drove away with the patient.

Great story! There are some leadership lessons that we can learn from their efforts.

A high impact team or staff is a group of people who are focused on their individual priorities and are also attuned to the needs around them. When something of higher priority needs to be done they move into action without being asked. Their put their own agendas aside for the greater good of another person or for a greater cause.

A high impact team is decisive, practical and attractive. The circumstances prompt action. There is no debate necessary and no hesitation as one or two individuals on the team see what needs to be done and decisively begin working. There is no need to discuss strategy as people simply and practically do what is obvious. The exciting part of this “get it done activity” is the way it attracts others and draws them into the energy of hard work in order to fulfill the mission. People are not asked if they’d like to help, they involve themselves because it is the right thing to do.

There are three elements a leader should focus on in order to help create this kind of team: civility, community and cause.

Civility - This is the virtue of establishing habits that enhance respect, service and consideration for others needs.

Community - This is the value of belonging to, being included in and knowing a group of people. It is not exclusive, but inclusive. It doesn’t imply that we are best friends, but that we have a friendly environment.

Cause - This is the most important element. It is the cause that inspires the commitment. When we have clarity on the purpose, we will be committed to the work. The purpose drives the action. It is not just another project that has to be done, it becomes a mission that has to be achieved. Keep this in mind: people do not want another project, they want a sense of purpose.

- Steven Iwersen

The Leadership Influence of Your Ignorance

Steven Iwersen — Wed, 27 Feb 2013 08:00:00 -0600

The last thing a manager or leader wants others to know is that s/he doesn’t have a clue what they’re talking about. We’re the leaders and of all people should have a command of the big picture and the strategy. Leaders should inspire confidence. How can those we lead have any confidence if we’re standing around mumbling in bewilderment?

It is imperative that you are informed, knowledgable, and decisive. Being an expert in your business or niche is what gives you the right to take the rudder and chart the course. However, the fastest way to run your “ship” aground is to pretend that you know everything when you don’t. The influence of your ignorance is a great tool to help navigate uncharted territory and it empowers others to become leaders in your organization.

Ignorance simply means “lack of knowledge or information”. I’m not suggesting that a leader should play dumb! I am suggesting that you use your lack of knowledge as a tool to influence the outcomes. You can do this in two strategic ways:

Ask better questions.
Empower the experts on your team.

The questions we ask have the power to spark innovative thinking, challenges “the way we’ve always done it” and helps us gain understanding of the subject. This is hard for most leaders, because we are usually in a hurry and want quick answers. However, slowing down to become better informed makes us wiser.

My wife is a brilliant nurse with a certification in a specific field of medicine. When she was preparing for an academic test one evening, I took a look at the pretest and decided to give it a try. I am not versed in medical terms by any means and truly ignorant about her expertise. Because of that, I read the test differently. As I scanned through the multiple choice options, I had to break down the long latin medical terms and try to interpret their meaning. I started to look for key words that correlated or matched to the "idea" of the question. (You need to know that I am not a very good test taker; I'd rather go see the doctor than to take the ACT/SAT again!) Because of my ignorance, I had to look for the basics and not get lost in the science. I scored 68% on the pretest! Not bad for never having studied.

Sometimes leaders get so caught up in the high level thinking of their expertise that they forget or overlook some of the elementary steps. Your ignorance of a subject causes you to ask different questions, to focus on key concepts for understanding and in the process become a better leader.

More importantly, your questions can possibly spark an idea in the minds of the experts on your team. It gives the employees opportunity to express ideas or to suggest innovations that you have not considered. You begin to create an environment for talented people to contribute and own the process. Don’t underestimate the influence of your ignorance.

- Steven Iwersen

When you do ask the questions, are you hearing what your employees are telling you? Here is a FREE download of the "LEADERS LISTEN" resource. Learn 5 Key Tips to improve your leadership. Sign up today and you'll also get 5 complimentary videos.

The Influence of Your Presence

Steven Iwersen — Mon, 25 Feb 2013 12:16:18 -0600

You have an employee that takes initiative every week to meet with you (for only 10-15 minutes) to discuss their priorities and workload. You know that they will always follow through and never give you reason to worry about the outcomes. Your presence in the equation is simply to give direction, validation and affirmation. The influence of your presence is not about proximity, but about accessibility and empowerment.

You have another employee that takes advantage every week to avoid meeting with you and couldn’t define their priorities or workload if asked. They give you plenty of cause to be concerned and you’re beginning to feel like a parent not a manager. The influence of your presence is all about proximity, for that seems to be the only time they actually work. Some people just operate best when they know someone is watching.

I witnessed this during a construction project a few years ago. We were expanding our facilities and hired a local sub-contractor for the excavation and foundation work. His crew got started off with amazing speed and dedication. I watched daily from my office window as they arrived early, worked steadily and efficiently. Two weeks into the project things began to slow down. They showed up on time, but took an hour to unload their tools and sauntered slowly around the work site. They took more breaks, longer lunch and packed up an hour early. Little got accomplished the next two weeks. The weather began to turn cold. They needed to get that foundation poured before the freezing temperatures arrived. I couldn't understand why they were poking around, so I placed a call to the owner of the company and expressed my concern.

"Hey Joe, I'm kind of concerned about how long it's taking to get this project ready to pour. When can we expect this to be completed?"

The phone got quiet.

"I'm sorry Steven, but I've been out of state for a couple weeks and don't know what to tell you. I'll be back tonight and we'll see what's going on in the morning."

I watched from the warmth of my office as the crew puttered around the next morning getting ready to work. Amazingly, when the big red pickup pulled in and the owner stepped out, the tempo on the job site kicked into high gear! I couldn't hear the conversation, but I could tell from the body language that he wasn’t happy and things were going to get done now.

You don’t want to have to hover over or hound people to get their work done. You want to empower people. So how can you leverage the influence of presence? Here are four ideas to improve your influence:

Clearly communicate expectations in a weekly meeting and invite the employee to determine their own measurable outcomes.
Build in a follow up meeting to discuss progress. It’s the proverbial “inspect what we expect” approach. Agreeing in advance to meet later helps to overcome the feelings of micro-management.
In the follow up meeting remember you are the receiver and the employee is the presenter. Picture yourself as an audience member. Cheer for them. Give your full attention. Listen to them. Let them have center stage. This builds responsibility and accountability. (Get your FREE COPY of the "Leaders Listen" article - 5 Key Tips to help improve your listening skills.)
And in the future, hire people who will treat the job as if they owned the company.

-- Steven Iwersen

STAY TUNED - The next blog in this series explores "The Influence of Your Ignorance"