Encouragement

WE DIDN’T QUIT OUR JOBS; OUR JOBS QUIT US

/ Denis Baker / Leave a comment

I recently quit a job. No, I didn’t quit the job; the job quit me. For years, I never really understood why I left so many jobs. During my most recent departure, I struggled to understand why I left. I was making an excellent salary, so why would I leave? I started thinking about the “why” and asking myself many questions. After spending a lot of time researching my answers and determining which ones I could drive a long career with my next role, I identified these three questions that helped me recover and consider making the next right decision.

Who can help me? 

“Plans fail for lack of counsel, but with many advisors, they succeed.” Additionally, there’s another principle that is helpful to keep in mind. “Your network often determines your net worth.” The adage is true – who you know is often more important than what you know. Therefore, meeting people and asking for their advice is one of the best strategies you can implement while thinking of leaving a job, feeling the potential to lose your job, or even considering a career change. I have asked many people – “What would you do if you were me?”  The answers were all very up and down, so I often moved to make my own decision.

What is my most significant risk?

Often, losing or leaving your job or considering a career change will create a significant risk of losing money, followed closely by insurance, retirement, or family needs. This NEVER entered my head. I also felt I was making more money and getting significant responsibilities. However, the lack of clarity is an important breeding ground for fear. It’s why I know so many people hang on to their certainty while allowing their souls to be crushed at a job they hate. The first step is to identify the risk reality. For me, money was the big issue. Instead, I needed to be more transparent about the company’s culture, what they did wrong, identify their strengths, or what role my dream job was. All of this is under the banner of reducing and managing the risk of our careers.

Am I moving toward something or away from something?

I know many people who will return to a job they left because they were running from something versus moving to a new, compelling vision. I have done that also. However, when they discover problems in the new job, they often return to familiar, even dysfunctional, roles. I found the way to distinguish between the two is by thinking about which emotion you’re experiencing more: frustration or excitement. Are you more frustrated over your current situation?

Or are you more excited about the potential of what’s next? This takes some honest self-reflection, but whatever you find, the best next step is to keep moving. So how can you reduce the frustration and ramp up the excitement? Do your research and prepare for the next chapter. We all are in a branch of our novel. Preparing for that next chapter is one of the best gifts you can give yourself.

Take a step forward by answering these three questions. It will strongly influence you to consider what is right and achieve A successful effort ahead.

Can I Successfully Do This?

/ Denis Baker / 1 Comment

Every leader lurks a daunting question that hurls a shadow over every significant challenge:

Can I successfully do this?

When I went to take the test for my driver’s license… When I went to work for the prison system… When I proposed to my wife… When my daughter arrived… and every new job I took, I subconsciously thought of this question….. Can I Successfully Do This?

But then, the next question is…..Or Am I destined for failure? Well, my personality falls forward to the answer to this question: ” I can succeed in everything.” Unfortunately, that has driven me to many disappointments and frustrations.

However, we must understand that almost everything that goes through our head attaches to our brain and then determines our decisions. 

We sometimes sabotage by shirking responsibility and self-medicating through addictive behavior – drugs, alcohol, gaming, etc. Others go numb, becoming “yes” men to the tyranny of mediocrity.

For those who have already made the tragic choice of shutting down and checking out, you need to realize your decisions and rethink the successful way forward.

For those still wrestling with the decision, take a step back and rethink the outcome of your choices.

As I coach or interact with leaders, I hear it in their voices and see it in their eyes and body language. People are constantly thinking Can I Successfully Do This?

YOU Can!

Let me drop in a few reasons why you are, indeed, up to the tasks you are qualified and capable of completing and can be successful.

You were MADE to DO this

What you have achieved or have been successful with in the past means you took advantage of your schooling, training, mentorship, and experience to achieve success. 

Everything we do offers challenges. And while we sometimes fail, we’re still designed to take on the challenges adequately. 

You’ve been equipped for this.

You have natural talents as well as trained abilities. It’s not that you’re superhuman. Instead, you’re a human who manages the opportunity within the hands of your past success.

You have people

You don’t have to do this alone. Some people will help you succeed. 

Maybe you’ve been let down by them, but don’t give up. These people, imperfect as they may be, are made to complement an imperfect you!

You also have people that you can help succeed. But, again, this is a requirement for all successful leaders. Remember, not everything is about you; it is about everyone!

Conclusion

Every company and organization suffers from a shortage of courageous, confident, and successful leaders. Instead, many have emphasized humility which creates false confidence for pride. But as we reveal that our thoughts, actions, and team are always working in us, around us, and through us to accomplish our success.

When you remain dependent and surrendered, you remain an unstoppable force for the SUCCESS OF EVERYTHING YOU ACCOMPLISH!

Yes, YOU Can Successfully Do This!!

Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

The 5 Actions I have Seen Ted Lasso Do to Create Strong Leadership

/ Denis Baker / Leave a comment

Be careful – there are spoilers ahead if you are watching the series.

My wife gets annoyed when I watch TV shows or movies because I tend to write a lot down and think of ways to manage the content into leadership training or a bit of informative information. For example, one of my favorite TV series shows is Ted Lasso(AppleTV). In watching the show, I have identified many things Ted does or how he acts and reacts to the situation in his crazy job position that influences people.

Probably my biggest hobby is writing about leadership. I focus on things I struggle with or how I see others struggle in their approach to leading others. So I use Ted Lasso as a cheat sheet to develop information on becoming a good leader.

Just an FYI, I am referring to the show names, not real names.

If you’re looking for examples of how leaders behave—or should behave—Ted Lasso is perfect. Here are five actions I have identified where Mr. Lasso and his partners remind us of the way leaders should act:

BE CURIOUS, NOT JUDGMENTAL

This is something I sometimes struggle with. In a game of darts, Ted Lasso faces off against his boss’s ex-husband, billionaire Rupert Mannion. Mr. Mannion lost ownership of his beloved soccer club, Richmond AFC, in a divorce settlement with his ex-wife, Rebecca Welton. The billionaire challenges Ted to a game of darts and decides to wager. Here is how it goes, If Mannion wins, he can pick the player lineups for the season’s last two games. If Ted wins, Mannion is banned from the owner’s box, giving Ted’s boss relief from his harassment. While throwing the darts, Ted refers to a Walt Whitman quote, “Be curious, not judgmental.” He did this to explain why curiosity is more effective than closed-minded judgments. Had Mannion asked a question, such as, “Have you played many darts?” he would have learned that Lasso was a Dart ace.

BENCH THE BAD ACTORS 

Jamie Tartt, Richmond AFC’s star striker, is on loan to Richmond AFC from another club. Tartt is a ball hog on the field. He refuses to pass to other players, even when they have a better shot. He is a relentless narcissist who bullies and taunts his teammates off the field. Because of his lousy behavior, Ted decides to bench during the first half of an important game. I know you are thinking of the high risk of loss that now exists. However, with their coach’s encouragement, the team adapts and pulls out a win. When team members don’t follow the rules or meet expectations, even if they’re rock-star performers, it’s time for a change. Of course, these moves can result in negative consequences. However, they also result in inv higher employee morale.

ADMIT WHEN YOU’RE WRONG—AND apologies

Welton hired Ted Lasso, who had no soccer experience. Instead, he coached American football for a small college. She wanted the club to fail and make her ex-husband unhappy. But Ted Lasso’s wisdom, optimism, and commitment to changing everyone he meets softens hearts and wins over many of his critics. Throughout the season, Welton realizes how she has been changed. Finally, she confesses to Ted that she set him up to fail and apologizes. Ted Lasso forgives her, creating a more profound friendship and commitment to improving the team.

BELIEVE

Belief is a single word emblazoned on a yellow sign hung with duct tape over the coaches’ office. These words show the power of belief in oneself, the team, belief in ideals, and belief in the team’s goals. Belief doesn’t have to be perfect—it just has to exist.

KINDNESS MATTERS  

I’ve noticed in many episodes is that “kindness ” is a potent tool. Good things exist when we are kind and respectful to employees. Even when we need to hold them accountable, we must respect them and influence the change. The brutal soccer legend, Roy Kent, had a great way of influencing others through his commitment and kindness to the team players. Suppose you focus on Lesley Higgins and recognize his commitment to his family and the team. In that case, you will recognize his robust approach to handling different conversations and situations in a kind and effective manner. You should also look at Coach Beard, Lasso’s assistant coach, and watch how he successfully manages the value of wise and steadfast friends.

Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

6 Networking Skills to Successfully Sell Safety

/ Denis Baker / Leave a comment

Networking is a crucial component of increasing your leadership. An influential leader prioritizes relationships with employees and leaders to successfully identify the appropriate method to sell your safety vision and expectations.

– DENIS BAKER

Networking is making connections and building relationships. As a safety professional, you are the key player in getting everyone to buy into your safety plans, expectations, and training. All of this is true, from the bottom to the top. These connections will create an atmosphere of respect and trust, and they will see your vision and desires’ positive values. One of the ways I work to build my networking capability is to focus on recognizing the success of what people do and recognizing their role. I also look to serve people and show them that it is not my success but their success in going home every day. I have learned throughout my career that if I focus on people and their needs and challenges, I will encounter solid relationships and succeed.

I will admit that sometimes networking can be uncomfortable. When I see people doing something wrong or not engaged in safe activities, I initially want to hold them accountable. However, that will not result in building a positive relationship. So instead, I will have them stop and start a conversation about what they can do to reduce the risk and ensure their safety. I’ve experienced that networking can be a long-term adventure. Still, you need to know — it is important to remember that the goal is to form lasting relationships.

Those who expect to immediately reap benefits from an initial connection can feel frustrated, insincere, or want to manipulate people. But, when you genuinely connect with people, you build genuine relationships and identify your commitment to serve them to show interest in their position, activities, and family.

Here are 6 Networking Skills to drive you to Successfully Sale of safety

Ensure you have face-to-face communication

Face-to-face communication refers to the interaction between you and the individual or group where everyone is in direct contact. Having a face-to-face conversation, you will be successful in your one-on-one or group discussions. It offers the receiver(s) and sender(s) a viable opportunity to look into each other’s eyes and evaluate their thoughts and ideas by interpreting body language, facial expressions, emotions, and tone of voice. Sometimes it becomes essential for the people you are interacting with to get a clear idea about you.

Make a positive first impression.

When you initially meet with an individual or group, it only takes a glance, maybe three seconds, for someone to evaluate you the first time. So here are things to consider;

Positively present yourself

  • Be yourself.
  • Have a winning smile.
  • Be transparent and confident.
  • Use humor
  • Be courteous and attentive.

You have to know this too, “your first impression can be impossible to reverse or undo, and that will affect the capability of achieving an effective and strong relationship.”

Have a very positive and compelling elevator pitch

You are wondering, “why do I need an elevator pitch for successful networking?” Well, every safety professional has to be able to communicate their goals and expectations to anyone. By doing this, this is how you successfully sell your desired outcomes. But, I also know that a positive elevator pitch will drive the first impression. So, here, let me tell you how to create a successful elevator pitch.

Describe who your “customers” are. In the safety profession, your customers are every employee, contractor, vendor, and visitor, regardless of their roles or positions. Show the benefits or results of following your vision and the safety processes and procedures. Appeal to the need or problem of the other person or group. Don’t only be a problem identifier, be a problem solver. Describe the results when meeting or declining safety expectations make people say, “Tell Me More!”

Elevator pitch example;

“Hi, I am your safety supporter. My role is to ensure that you and your colleagues produce safe behaviors and operate in a low-risk environment. I am here to identify what you like and what we need to address to ensure you feel safe and comfortable in everything you do.” – DENIS BAKER

Your elevator pitch should not last more than 30 seconds, or the person or group might start yawning.

Be patient

It’s hard to be patient when you want or needs people to change their ways. Lack of patience can easily lead to the development of frustration on your side. Here is how I approach the situation when connections and relationships move slowly. Suppose I attempt to aim too directly or quickly at achieving my desired goal. In that case, I move that connection forward (build a strong relationship) by spending more time in the person’s area or working on ways to get more engaged with the person or group. Most times (not all), I see positive progress going forward.

Continually follow-up

Once you connect with someone, you have to follow up. Timing is of the essence when trying to sell safety because you want to reinforce the connection before the person has forgotten your expectations and what you committed to do or check on. By following up, you strengthen your relationship with the person or group. Following up also allows you to re-evaluate the situation and identify if additional needs or concerns have shown up or been deleted or reduced.

Tips for following up;

  • Follow up within 24 hours. You want to follow up quickly so that the person remembers you or your expectations. Walk around or visit, but add additional networking opportunities.
  • When you see them, mention something they told you about their family, sport, or hobby.
  • Ask if they need anything from you or give them an update on what you said you would do or look into

LAST THOUGHT

I encourage you to network with an open mind, learn from others, and welcome opportunities to share your visions and show your commitment to people’s safety. Empowering those around you is the best investment you can make as a safety professional.

Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

WHY EMPLOYEE RECOGNITION IS CRITICAL TO ACHIEVING A STRONG SAFETY CULTURE

/ Denis Baker / 1 Comment

 I was recently part of a group of Safety Professionals discussing various ideas on how we can recognize people who meet or exceed safety expectations. As we continued our conversations, I started thinking about how important it is to identify people who are committed to their safety and those around them. As I began thinking more and more about recognition, this thought came to my head. “You can’t build a strong, sustainable safety culture if you don’t know who exhibits safe behaviors.”

Another thing that hit my brain is that I realized that employee recognition is the cornerstone of effective leadership. I believe that as the competition for workers has escalated and the shortage of workers exists, one of the key ways to show that we value their commitment to safety is a critical path to maintaining a consistent workforce.

The most significant reason leaders fail to identify their top performers is thinking in ways similar to a phrase from President Harry Truman, “Just think of what our team can accomplish if no one cares who gets the credit!” – President Harry Truman.

With all due respect to President Truman, this phrase is often misunderstood. The quote is intended to emphasize the value of humble leaders. But when misunderstood, it can deprive a vital piece of leadership information.

Some people believe the words, “it doesn’t matter who gets the credit,” indicate that you should not pay attention to, or even be aware of, those who are delivering outstanding safe behaviors or the leaders who are committed to the safety of their employees. After all, many companies seem to focus on the numbers. Numbers can identify a path forward. However, most leading indicator numbers may not be very actuated. The company I recently worked for only cared if the operations team met the monthly numbers, there was no accountability to determine accuracy. If we focus on the numbers, then numbers will not develop a strong safety culture. The only thing that determines your culture is the people.

If you have interpreted “it doesn’t matter who gets the credit” to mean that individual recognition is not a good thing, step back and ask yourself these questions:

  • Do I know who is generating the best ideas?
  • Do I know who is supporting initiatives?
  • Do I know who is performing the work or tasks safely?
  • Do I know who the most encouraging person on your team is?
  • Do I know who is going out of their way to support their teammates?

If you do, give them, then give them recognition! Otherwise, if you continue to misapply the “it doesn’t matter who gets the credit” sentiment and focus on production and leading indicator numbers, you will face an enormous leadership shortcoming and lose respect and trust.

So, what is employee recognition?

In general, it simply refers to all the ways an organization shows its appreciation for employees’ contributions to the company’s overall safety and business success. It can take on many forms. Companies recognize employees for things like:

  • Achievements
  • Exhibiting desired behaviors
  • Going above and beyond expectation

From the safety perspective, employee recognition focuses on the commitment workers make to ensure their safety and the safety of those around them. So here is the safety version of recognition:

  • Achieving risk reduction
  • Exhibiting Safe behaviors
  • Identifying unsafe behaviors performed by others 
  • Safety suggestions or ideas
  • Following company health, safety, and environmental protocol and procedures
  • Meeting or exceeding accurate and effective leading indicators (observations, inspections, training)

SO WHY DOES EMPLOYEE RECOGNITION DETERMINE THE SAFETY CULTURE

From a very early age, we crave recognition from parents, teachers, and friends. Unfortunately, our desire for a positive declaration is so strong that we can even perceive a neutral reaction as a negative one. If this occurs, employees and leaders lose the desire to achieve success and will focus on what they need to do to meet minimal requirements.

This continues to hold in most workplaces. However, if we can implement a successful employee recognition program, you will see an increase in the company safety culture and also achieve:

  • a higher level of retaining top talent
  • a significant increase in employee engagement in campaigns and programs
  • higher performance resulting in higher production
  • lower risk and safer behaviors

THE FUTURE

Recognition helps the workforce see that their company values them and their contributions to their safety and the success of their team and the company. This is particularly key when organizations are growing or looking for a change. It helps employees build stronger morale and confidence and motivates them to continue working safely and supporting the company’s goals. 

So, no matter how honorable the statement “it doesn’t matter who gets the credit” is considered, we all must embrace the recognition of employees who exhibit vital safety behaviors and fully achieve the leading indicators.

Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

3 Core Attributes of Strong Safety Professionals and Other Leaders 

/ Denis Baker / Leave a comment

I recently had a conversation with a friend. We discussed how my Peloton bike’s consistent use was building a more robust and much more sustainable, and energetic body. As we continued our discussion, we talked about how people become athletes because I mentioned that I was becoming a strong athlete and moving in the right direction. My friend asked this question. “Are athletes born or made?” I started thinking and commenting that I felt I was not born a natural athlete but felt that I was moving toward becoming an athlete. As some of you may know, I have physical issues with my legs and hands, so anything I can do to strengthen those body parts allows me to become more robust and stable. 

Most professional athletes seem to have unique physical talents. But every athlete still must show up and work very hard to maintain their athletic abilities. The most natural athletes will never be competitive (or even in shape) if they don’t try and work hard. 

Later that evening, I started thinking about how safety and other leaders have to play the same role as athletes. Then, I started thinking about what core attributes make a strong influencer and effective leader. For the safety profession, our role falls into two categories. 

  1. Compliance – we are trained in school and learn how they apply to the many different business forms. However, compliance does not exist if workers do not exhibit the right behaviors.
  2. Influence – This is where our profession struggles. Over the last few years, we have increased the information surrounding leadership, and many of our conference speakers focus on the different forms of soft skills. 

As a safety professional, I have focused on soft skills to create a more vital influencer and effective leadership. I have found that many leaders—at least those people will follow—are SELF-MADE. The ability to effectively lead people comes from only the leader’s choices.

Influential leaders come in all kinds of shapes and sizes. Some are extroverted; others may be introverted. They may focus on the big picture and become strategic thinkers or active doers.

So, as I continued to think about what main focuses create a self-made leader, I identified three (3) core attributes that will make a person a strong leader. 

Any leader can be effective if they can effectively exhibit these three core attributes

1. Full EmbraceFully Embrace Leadership: Many people in leadership roles don’t lead. Leadership is tiring and requires much work. Being a “boss” or dictator isn’t leadership. To lead, a person must identify and engage people’s will and influence them to ensure they all move in a common direction.

Many people view the role of “leader” as the next rung on the ladder—a reward or a position earned. But unfortunately, they don’t always see leadership as something that only exists through action and relationships.

Influential leaders actively inspire a compelling vision among their team. They are cultural architects and role models. They accept that the path to excellence is often on the other side of discomfort.

They work hard to build their leadership through influentially adding value, showing respect, and creating trust with their team and those they encounter

2. Focus on Serving Others: People who end up in leadership roles are often motivated and ambitious drivers to meet their goals and objectives and get things done. The question is, for whom?

The most effective leaders are motivated to serve others. They focus on delivering value to others and support their team or organization to reach their highest level and exceed expectations. 

Many leaders tend to focus on themselves, their vision, legacy, goals, and advancement. When this happens, a leader’s attitudes and behaviors shift from multiplicative to self-opportunistic. Unfortunately, this path will only result in poor performance and a reduction or failure in the respect and trust created previously.

The difference shows up mostly in results. Are the people around them growing? Does the workforce indicate changes in their behaviors? Are people more confident and independent than they were before? Is the culture sustainable? These are all signs of servant leadership

3. Create the Right Vision: Leaders lead to what they see. They can’t lead if they don’t know where to go. Influential leaders must create their vision through the interactive engagement of their team and those who play a part in the results. Leaders validate the vision and then fully communicate. Anyone claiming to be a leader but who doesn’t know or have the vision only fills the leadership seat but doesn’t know how to drive the bus. 

Why Does This Matter?

It can be easy for leaders to get sucked into the weeds. Often, they drift towards a part of the job they enjoy and have the knowledge and experience. But unfortunately, sometimes, leaders and executives do not understand how to embrace authentic leadership, serve others, and drive their visions.

As a test, think of a vibrant organization with a consistently solid and sustainable safety and operational culture.

Here’s what you will see:

  • The leaders of those organizations are actively doing the work of leadership. They’ve embraced it.
  • They lean towards serving vs. seeking to be served.
  • They radiate the vision.

If you aren’t sure, flip it. Can you think of a vibrant organization with a consistently strong, sustainable safety and operational culture led by a leader?

  • Is inactive, absent, or lost in the weeds?
  • Insists on being the “the boss” or maximizing their perks?
  • Has no vision, no sense of direction, and communicates no purpose?

It will not exist.

Answer these three questions to determine your path forward

To what degree do you believe you:

  • Embrace leadership as a responsibility and role?
  • Provide servant-hearted leadership?
  • Have and communicate a clear and compelling vision regularly?

Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

THE SAFETY PROFESSIONAL’S BIGGEST FAILURE……. problem-solving

/ Denis Baker / Leave a comment

Safety Professionals are excellent problem identifiers but horrible problem solvers! 

If the above statement offends you, that is probably a good thing. Safety people are excellent compliance experts and can identify almost everything that can cause unsafe behaviors or at-risk conditions. But sometimes, you struggle to give advice or help solve the issues. To become more effective and influential, you need to overcome the biggest professional problem……solving problems.

Sometimes you can’t solve the problems because you think you should never solve anything. Well, let me say this, 

“the wise Safety Professional will stare down each problem or potential problem that comes across their plate, and before expending an ounce of energy on trying to solve it, they first consider these three questions….”

1. Is this a problem to be solved or conflicts to be managed?

Before you decide to tackle whatever potential problem, first recognize if you really can solve it. Not every difficult situation that lands in your hands are a problem you will ever be able to solve. You can’t solve the problem of disruptions if a leader isn’t holding his workers accountable. However, you can identify the everyday actions they must follow to protect their people. You can minimize these by good preparation, but you can’t solve them. These are conflicts you must learn to manage.

2. Why is this a problem?

Why is this a problem? Is it a problem? Why do I care? Often, we will identify issues that can be compliance issues or put workers at risk. Before attempting to solve the problem, ask the leader or worker if they think your identification is a problem. If the answer is yes, ask for their suggestion or input to fix or eliminate it. If they say no, give them the “why” on what makes it a problem or concern. Ask this question to get desired feedback.

“I think I might be missing something here. Can you clarify what the problem is we are trying to solve?”

3. What can we do to solve the problem?

So you identified a problem, and the leadership and workforce agreed that it was an issue, or you gave them the “why” it was a problem. Now we need to provide the “what.” This can be a suggestion, discussion, or directional approach. However, there must be an identified way to solve the identified problem(s) when the conversation is made. Always figure out just what the scale and scope of this problem are. And put the appropriate energy and resources to fix and eliminate it.

NOW WHAT, SAY WHAT

Remember to reflect on this quote when dealing with problems. 

 “The problem is not the problem. The problem is your attitude about the problem.

– Captain Jack Sparrow

Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

MY FOCUS THIS YEAR IS BUILDING STRONG RELATIONSHIPS

/ Denis Baker / Leave a comment

Build relationships by influencing what you expect, reflect what you desire, Become what you respect, and mirror what you admire.”

UNKNOWN

It’s a new year!! Many of you have come up with new year goals on improving and changing things. It could be eating healthier, getting more sleep, hitting the gym, or improving personal growth. But, let’s admit, this is a typical American tradition to forget or quit early into the new year. My goal is to focus on building stronger relationships with my coworkers throughout the entire year. 

But how do I build strong relationships with every coworker? Relationships give us the ability to build respect, trust and ultimately allow us to influence. As you look at your relationships at work, there is no one you spend more time with than those you work with. 

Building relationships doesn’t mean you have to create a friendship. It means your colleagues must have confidence in what you say and suggest. I was recently put in a different role where it is critical to have strong relationships with every team member.

Building relationships doesn’t mean you have to create a friendship. It means your colleagues must have confidence in what you say and suggest. I was recently put in a different role where it is critical to have strong relationships with every team member. Even though I have focused most of my last 15 years on growing my leadership, I tend to want things my way, and everyone else doesn’t know what they are doing or talking about. So, I want to change my approach to ensure I build a strong relationship with each person. 

Here are 8 things I am focusing on to build stronger relationships.

  1. I will focus on people through my perception.  Your self-awareness, self-esteem, and self-perception establish the foundation of all your relationships. How you view yourself and life shapes how you see and relate to others.
  2. “People don’t care how much you know till they know how much you care.” Caring about people isn’t automatic. Not everyone cares. I’m sure you’ve run into people along the way that it’s clear that they don’t care. You can’t learn to care, it’s not a skill, but you can decide to care. 
  3. I will really listen. This is a game-changer. One of the most remarkable ways to build relationships with anyone is to listen genuinely. I am often in a hurry to give my viewpoint. I always want people not to “STOP TALKING, QUIT WASTING OXYGEN.” So, when you slow down for a minute or an hour and truly listen, you communicate that you value that person. 
  4. Hurting people hurts people. When your response to a situation is greater than the issue at hand, the real issue is always about something else. Strong leaders figure out how to get to the real issue.
  5. I will admit when I’m wrong, ask for forgiveness and forgive others quickly. Taking responsibility for your actions is the core to achieving solid relationships. If you make a mistake, own it. If you treat someone poorly, ask forgiveness. You might be correct, but if you need to win, you’ll lose in the long run.
  6. I will determine how to add value to people. You can add value to people in simple ways. Adding value is no more complex than the idea of how you contribute to them. It can be as simple as a kind and encouraging word, and it can be as involved as a lifetime of mentoring. Your relationships with others will give you the knowledge of how to add value to them. 
  7. I will strive to encourage my colleagues. We all know the answer but let me ask anyway. Have you ever been encouraged too much by anyone? Of course not. Your encouragement will create a strong relationship and increase your leadership.
  8. I will build Trust through my strong relationships. When it comes down to relationships, Trust is critical. But, unfortunately, at times, we will reduce Trust. Trust is like having a pocket full of coins. When I build Trust, I place more coins in my pocket; when I reduce Trust, I lose coins. The idea is to never run out of coins in your pocket, and you will maintain a level of Trust. This reflects your character and, ultimately, who you are.

I identified these focus items by reflecting on the last couple of years, identifying what I do well in building relationships and what I need to improve on. Some of these will be easy to achieve; however, many will challenge me this year. But I desire to make this year a successful year in building solid relationships and exceeding expectations. 

Let me strongly encourage you to consider these 10 focus items and make the necessary adjustments to achieve an intense year!

“A relationship is not perfect, you will fight over and over, but as long as you make-up, everything will be alright.”

UNKNOWN

Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

Managing Work/Life Balance

/ / Leave a comment

 

o-WORKLIFE-BALANCEI recently began a new job. Yes, I said a new job. The last two years have been very challenging, but that is a topic for a future blog. Man, I wish I could keep a job like I keep my wife (we’ve been married for 32 years).

With a new job comes the need to re-balance the commitment to work with the commitment to life. That takes a lot of effort. Let’s face it, a new job not only takes a lot of effort to build relationships, learn the job and become familiar with the organization, but it creates a desire to make a great first impression.

However, our personal life is the most important. Whether you are married, dating or simply just like your alone time, work-life balance is essential to your physical and mental health.

As leaders, we want to set the pace and set the expectation. If you are a true leader, the best way to do that is to exceed your own expectations. I find many leaders do this by coming to the office early and staying late. In fact, if I come to the office and someone is already there, I find myself questioning my commitment and leadership. Even though I know better, I will fall into this thought process sometimes.

I think the challenge of work-life balance is one of perspective and mindset. I heard someone say,

In order to change the way we work, we must change the way we think.”

I agree, to achieve balance we must think like the leader we are and not the doer we want to be.

I’ve heard it said that being “busy” is the badge of honor among leaders.”
I used to model that saying. However, I realize I was merely wasting time. There is a time within the end of a day (for me about 9-10 hrs) where my concentration and focus lacks. I only exist at the office to create a perception. Longer days don’t generate accomplishments.

As a leader, here is what is needed to create a fair work-life balance:

  1. Make a list of things you need to do. And make a list of things you want to do. Create a combined list based on both “need” and “want.” This will generate a desire to accomplish both while creating a more enjoyable work environment.
  2. Identify your priorities each day. Priorities change, so it is essential to take time in the morning, and afternoon to re-evaluate and make adjustments.
  3. Schedule time in the early morning to give you an opportunity to achieve items on your priority list before people start interrupting.
  4. Look for ways or opportunities to overlap projects.
  5. Limit emails, answering calls or checking voice mail.  Set aside an hour in the morning and an hour in the afternoon to answer emails and voicemails. In fact, I have a code for my staff and family. If there is an emergency or critical situations, they are instructed to use the code, and I will immediately answer.
  6. Assign appropriate roles and responsibilities to your staff. This will reduce your workload and free up time to accomplish your priorities.
  7. Trust your team. Some of you will say this is easier said than done. If that is the case, I suggest you reevaluate your team members. Give them a challenge and the freedom to perform and succeed. I use the approach of “Ready, Fire, Aim.” Meaning I let them do what they do, and we course correct as needed.
  8. Learn to say NO! It’s ok to say no. People will respect you more when you do. When we figure this out, we free up time to accomplish other things and spend more time with family or taking care of ourselves.

Creating a healthy work-life balance doesn’t just happen. It takes commitment and persistence every day. However, seasons do come and go. There will be situations where the balance is off, however, be persistent in trying to maintain and create the balance because a good work-life balance will create a better you and stronger relationships.

balance

 

I’m Arrogant! 14 Principles I Use To Reduce My Arrogance

/ / Leave a comment

I recently presented a Keynote titled “The 8 Attributes of Character Defined in Great Leaders”.  The talk was not intended to identify past and present Great Leaders, although there are many, rather it was designed to provide information so individuals could evaluate their current character and consider the adjustments required to achieve the character needed to become a Great Leader.

In the talk, I identified “Humility” as being one of the attributes found in Great Leaders.   Leaders are typically those who have ambition, are talented and confident when making decisions and interacting with people.  But I bet when most of us think of leaders, we don’t typically describe them with the word “humility” or use the term, “humble.”  If they did, it might not be viewed as a compliment.

One of the toughest things about teaching and speaking on leadership topics is the conscience guilt that follows you around when you are not following your own words, principles, and practices you teach or talk about. This is something I really appreciate. Because it drives me to always look at ways I can increase my influence and become a better leader.

As I continue to evaluate my leadership and my approach to people, problems, and solutions, I find myself dealing with a little of arrogance and pride. I believe I would consider myself just a bit arrogant.  Well, maybe even a bit more than a bit, depending on who you talk to.

Male manager calling his colleague

So I have been focusing on how I lessen my arrogance and replace it with more humility? The identified 14 principles that help me to lessen my arrogance and focus on my humility. It is a work in progress, and I often slip back one or two steps. But I feel it’s working.

  1. Don’t think of someone else when reading this blog.
  2. Recognize your arrogance.
  3. Know what you don’t know and admit it.
  4. Step in someone’s else’s shoes that you interact with on a daily basis and those who interact periodically.
  5. Dig deep into not so positive feedback.
  6. Acknowledge those who helped you get where you are or where you are going.
  7. Shut up and listen!
  8. Engage in conversations by asking questions.
  9. Walk around looking for things to celebrate.
  10. Quickly admit when you are wrong.
  11. Be quick to forgive and show grace to others.
  12. Be purposeful in speaking well about others.
  13. Take a seat at the lower table.
  14. Focus on strengthening relationships, not just results.

The great college basketball coach John Wooden often told his players, “Talent is God-given. Be humble. Fame is man-given. Be thankful. Conceit is self-given. Be careful.”

C.S. Lewis said this, “Humility is not thinking less of yourself, it’s thinking of yourself less.”

 I believe humility is the antidote to arrogance. Arrogance will cause a person to fall and ultimately fail.  Humility will cause a person to rise as they fail.  People want to follow humble leaders.

So I end with a bit of a hope……May you make an everyday choice to lessen your arrogance and give credit where credit is due and acknowledge others for your success.  May you admit when you are wrong and know what you don’t know.

 If we can honestly accomplish this, then we can continue our growth as leaders.  But never forget this, IT’s NOT ABOUT YOU………..IT REALLY ISN’T!!!

Humility wooden sign on a beautiful day