The True Test of Leadership Is The Ability To Grow

“The truest test of leadership is how well you function in a crisis”

– BRIAN TRACY

The sun is so hot on my face as I lay in the warm sand with the breeze blowing across my body. As I open my eyes, I see nothing but blue skies and the shimmering crystal clear water. I hear the sounds of seagulls, waves crashing onto the shore. I stand up and can feel the warm sand between my toes as I walk back to my chair and reach for my umbrella drink………………BUT wait, what is that? I hear a siren. All of a sudden I shake my head and realize I was daydreaming and the siren brought me back to the reality of the crisis we are currently experiencing.

With the extended voluntary and required lockdowns, I am sure many of you find yourself daydreaming, just like I did. But in this time of crisis, we need to focus on growing our leadership to ensure we take care of our people and those around us. 

The crisis we are currently experiencing is about the people we lead and their families. As I think of topics to write about, I realize we cannot be validated as a leader if we are not committed to to continual growth.

I’ve identified 9 ways to grow your leadership.

It’s about others

There is a great deal of fear, anxiety, and even anger going around. Remember that we are all humans. Regardless of your position, you are experiencing some of the same issues your team is experiencing. Look for ways to recognize other’s anxiety, concerns, and frustrations and find ways to reach out and show compassion.

Focus on what you can control

Don’t waste time and energy on issues you can’t control or influence. Focus on actions that produce value for your team, customers, organization, and your family.

LEAD don’t react 

Determine the direction to go and take your people there. Don’t be reactionary. Be intentional. Lead your people.

Leaders are transparent

The people you lead want to know what’s going on and how it will work out. It doesn’t matter if you believe this is overblown or the most significant health crisis in the world. Leaders define the stories that people tell themselves. Be intentional in your transparency to your team.

Identify new customer needs 

Talk to your customers. Find out how this crisis is impacting them. Are there new services or products that you can offer that are helpful at this time? Be flexible and consider all options to make your services more value-added to your customers.

Innovative solutions and partnerships

If your business is slowing down, can you share employees with a company that is temporarily picking up? Be creative.

Communicate 

Communicate encouragement, hope, and solutions. Talk to your employees, customers, and suppliers. In times of crisis, people want two things: Accurate information and empathy. Some people lean towards information. Others lean towards compassion. But give both. Communicate frequently, repeatedly, and openly. You aren’t likely to communicate too much, but it’s easy not to communicate enough.

Embrace the change

With the current crisis, change is inevitable. Look for ways to improve. People are expecting changes. We are in a time to implement change, especially if it brings more value to your customers, employees, or business.

Take care of yourself 

Get enough sleep, eat right, and be grateful. Remember to breathe and move your body. Limit exposure to the anxiety of others, especially news and social media.

Denis is a former VP of Safety, HR and Risk Management. As an Executive Director of the John Maxwell Group, Denis is a certified leadership coach, trainr, keynote speaker, and DISC Behavior Consultant. He is a passionate person of influence 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 change training, DISC Behavioral consulting or to be an inspirational speaker at your next event.

YOU WILL PAY A PRICE WHEN LEADING IN A CRISIS

“Great leaders are never stress-free,struggle-free, or failure-free.”

UNKNOWN

There is always a cost to leadership. When leading in this time of crisis, leaders must step up more than ever. However, the price of leadership will be much higher. Leading in a crisis is like a car engine, if you ramp up the RPM’s past the red line for too long, you are probably going to blow the engine. For many, ramping up our leadership means working longer hours, engaging in stressful situations along with making tough decisions. I know this can be hard and raise your anxiety, but you are what your people need NOW! 

So how can you lead in this crisis and maintain the sanity needed to be successful? 

Lean on the wise

If you think everything depends on you, then I believe you own too much of the burden. Maybe you ultimately have the full responsibility for the outcome, but that doesn’t mean that you must operate alone. Reach out and seek advice from those you trust and admire. We all have a mentor or two that can give you information and provide ideas and suggestions.  

Vent to those you trust

Leaders in high-stress situations need to talk to people outside their circumstances. As the pressure increases and the anxiety mounts, conversations with a trusted friend, counselor, or coach will help you reduce stress, anxiety, and regain a clear perspective on the situation. The result of doing this, is renewed energy and a drive to attack what’s ahead.

Increase your physical wellness

We think of stress primarily in emotional terms, but it has a significant physical component as well. Rather than getting less sleep because you’re so busy, make it a priority to get more sleep. The same is true for physical exercise—running, swimming, biking, etc. My wife and I purchased a Peloton bike in November. The investment in this bike has been the best thing ever in reducing our anxiety and building up my mental and physical strength. This has resulted in my ability to maintain the energy required to make difficult decisions and address difficult situations. 

Elevate your spiritual well-being

The most significant power for leading in chaotic times comes from above. It is tempting to spend less time reading the bible or praying when there are so many demands for our time. However, these practices are crucial to gain the wisdom, perspective, and peace that we desperately need. Remember the words of Martin Luther:

“I have so much to do that I must spend the first three hours in prayer.”

MARTIN LUTHER

I doubt I have said anything you don’t already know that many of you could add more information to clarify my knowledge. Still, as I continue to deal with the current crisis and cope with the extreme change in life and work, I am looking for ways to recharge and re-evaluate my self and improve my leadership. I hope this will help you do the same.

Denis is a former VP of Safety, HR and Risk Management. As an Executive Director of the John Maxwell Group, Denis is a certified leadership coach, trainr, keynote speaker, and DISC Behavior Consultant. He is a passionate person of influence 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 change training, DISC Behavioral consulting or to be an inspirational speaker at your next event.

LEADING PEOPLE IN A TIME OF CRISIS

“You cannot escape the responsibility of tomorrow by evading today.”

Abraham Lincoln

The world is in unequaled times with the COVID-19 crisis. The history of the world has experienced many different types of crises throughout the ages. But, anyone reading this blog has never experienced what we are going through now.

The current worldwide situation has poured out anxiety, worry, and uncertainty. I’ve heard John Maxwell say, “there are no two consecutive good days in the life of a leader.” Admittedly, that statement got your attention. Think about the day before your organization enacted the “Crisis Management Team” or began developing policies and procedures that shook up and changed everything you’ve were doing. What was the day like before that?. Maybe you accomplished several goals, perhaps you made the most substantial sell of your career, or were promoted! I’m sure you and your significant other or family enjoyed a beautiful sunny day where enjoyed a great dinner, or maybe you got pizza and ice cream for the family.

There are no two consecutive good days in the life of a leader.”

John Maxwell

Then you wake up the next morning and – BAM, everything you know has been turned upside down, and you are put in a position to lead through a crisis! We are all in it now.

As you grow in your leadership, you are given more responsibility, and that responsibility results in you facing more challenging and demanding decisions. Those decisions may be cut and dry, but in this current crisis, I would expect many leaders are experiencing the most difficult decisions in their LIFE! The most influential leaders in the world are put in situations where they are being advised of many new and unknown situations and conditions and are being forced to make decisions that affect the lives of people and the future of business and society!

The truth about leadership is it does not exist for the leader, but the led.

Denis Baker

The truth about leadership is it does not exist for the leader, but the led. Leaders are principally unnecessary in times of peace and tranquility. In those cases, a manager will suffice. But when people face a seemingly insurmountable problem or crisis, they instinctively look to leaders to lead the way. John Maxwell says, “a leader is one that knows the way, shows the way and goes the way.” True leaders are those who can move people from where they are to where they need to be. They are problem solvers and help people see the light at the end of the tunnel.

So how should we lead in frightening times?

  1. Be visible. When times are challenging, leaders need to be seen and felt. It’s not the time to retreat and try to figure things out behind closed doors. You must put yourself forward as someone that people can talk to or turn to when their fears overwhelm. People want a leader that knows where they are going and shows them how to get there.
  2. Make the horror concrete. Abraham Lincoln said, “A leader must make whatever horror exists concrete. Only then will people be able to break it apart.”. Max Dupree said, “the first responsibility of a leader is to define reality.”—that means acknowledging what’s going on around us. WE cannot lead through a crisis if we’re unwilling to recognize people are scared, or that the situation is frightful.
  3. Brighten the mood.  Point beyond the fear to a brighter day. Remind people of what the Psalmist said: “Nights of crying your eyes out give way to days of laughter.” Leaders must communicate to their people the hope on the other side of the situation.
  4. Be cautious with predictions, but lead the path forward. Don’t communicate an ending or way that won’t take place. When leading people, look beyond the crisis, but don’t predict exactly how things will work out. The simple truth is you don’t know, and that’s okay. You’re not a predictor of the future, but rather an examiner of the current times.  People don’t expect you to know the future but get them there. Clear communication will give people the energy and hope to engage in the necessary activities. 

“The first responsibility of a leader is to define reality.”

Max Dupree

We are in a time desperate for strong leadership. Government, businesses, churches, and families are all facing huge problems that only influential leaders can take on. If there was ever a time for your leadership to make a lasting contribution, it is NOW!

Will you rise to the challenge?

Denis is a former VP of Safety, HR and Risk Management. As an Executive Director of the John Maxwell Group, Denis is a certified leadership coach, trainr, keynote speaker, and DISC Behavior Consultant. He is a passionate person of influence 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 change training, DISC Behavioral consulting or to be an inspirational speaker at your next event.

3 LEADERSHIP PRINCIPLES YOU MUST GET RIGHT

Like some of you, leadership has been a continual growth process for me. It seems that there are some who “get it” from the get-go. However, for me, it’s been a journey. I’ve struggled with resistance from individuals. As a safety professional, the most difficult thing to change in a program is the belief that “we’ve always done it this way,” or “we didn’t budget for that.” In the safety profession, influence is the key to success. The safety profession serves an essential purpose in the work field, but it does not produce a product or generate cash flow.

Consequently, we must be able to influence others to make the right decisions for the right reasons. Success in the safety field is determined through the reduction or elimination of injuries. Ultimately, the worker and their families benefit from our efforts. Over the past several years, three principles have emerged that have helped renew my energy and commitment to influencing those who make the decisions. These principles aren’t new, but I have become more intentional in my implementation. I am deliberate in focusing on each of these principles, and because of such, I have seen significant results.

“Principle-centered people are constantly educated by their experiences.”  – Steven Covey

I want to share these 3 principles with you. I believe that EACH leader should acquaint themselves with these truths to obtain powerful influence.

RIGHT PEOPLE
The first question to ask is “Am I influencing the right people?” Different people need to be influenced by various reasons and circumstances. For instance, does a production employee need to be influenced to purchase a new piece of equipment? No. The focus needs to be on finance and production leadership. However, the production employee does need to be influenced by the need to make appropriate behavior choices. If we are not influencing the right people for our current demand, then our time and effort become lost. The second question is “Do you have the right people on your team?” For leaders, the motto has been that people are your greatest asset, but that saying needs some fine-tuning. It’s not just people; it’s the right people. When you’re bringing someone aboard your leadership team, put forth ample time into the resume/interview process. Develop engaging interview questions and include other team members to ensure the person can become an effective team collaborator and has the right skillset to “fill in the holes.” A leader is only as good as his/her inner circle. These are the people that make the vision a reality. Sometimes organizations put excessive emphasis on the senior leader, when in fact it’s more than just one man.

Moreover, it’s not just whom we bring on, but also whom we hang onto. It’s hard to let an employee go or to tell a team leader that their season has come to an end. Ultimately, do what is best for the team and the overall organization.

Consider whom you are currently trying to influence, are they the right person for your needs? Do you have the right people on board and in the right positions? Focus on influencing the right people and ensure your inner circle consists of qualified, committed individuals and success will be achieved.

WELL-DEFINED MISSION
Second, it is vital to have a well-defined mission. A clear mission keeps us on track to complete critical tasks. You and your team must define a mission that supports your vision. Evaluate all the things you’re doing and make the difficult decision to cut out (even good things) that don’t fit within that defined mission. This pruning process will help you avoid “mission drift” and make your leadership more effective.

UNWAVERING FAITHFULNESS
So finally, when you have the right people and a well-defined mission, go after it with all your heart. Those who are passionate about what they want will be successful. Passion drives us through difficult times. In our ready-made culture, we want immediate results. The reality is that any constant endeavor, a marriage, business, or ministry takes time to build. I remind people that they’re embarking on an adventure that requires an investment of faithfulness. Be committed to putting the time and effort in; day by day, person-by-person, project by project.

Denis is a former VP of Safety, HR and Risk Management. As an Executive Director of the John Maxwell Group, Denis is a certified leadership coach, trainr, keynote speaker, and DISC Behavior Consultant. He is a passionate person of influence 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 change training, DISC Behavioral consulting or to be an inspirational speaker at your next event.

8 LEADERSHIP LESSONS LEARNED WHILE SHOPPING AT WALMART

My Morning

I woke up early Saturday morning walked into the kitchen and brewed myself a cup of steaming dark roast coffee
(Keurig brewed it)  . As I made my way to my desk, I looked out the window and saw it was a cold, foggy and misty morning. I had just gotten comfortable at my desk, logged into the computer and thought about how wonderful it was going to be to enjoy a Saturday of writing. 

Then I heard some familiar noises behind me. I turned around to see my wife brewing her a cup of coffee. I said “good morning dear,” and was greeted with a smile and, “we need to go to Walmart this morning.” I remember hearing what was said, but thinking it was a nightmare. I took another sip of my coffee and turned back around to see if she was really standing there. I was hoping she was still in bed. But as I turned around, I saw her there, waiting for my response. I now knew it was real. Without words, the look on her face made it very clear, “you have no choice, you’re going!” There was no way to get out of it. We were going to Walmart, and I was just going to have to deal with it.


“we need to go to Walmart this morning.”

Well, we left the condo and headed for the car in this cold, foggy, misty morning. As we got in the car, I knew my attitude wasn’t right. All I could think about was having to deal with WALMART people. I could see it now; people getting in my way, bumping my basket, putting their basket in the middle of the aisle, so I can’t get my basket around, etc. 

Entering the War Zone

As we entered the war zone (store), my thoughts were immediately justified. I was walking by a register when an employee hocked a massive loogie and spit it in the trash can right in front of me!  In my total disgust, I ran toward my wife, when I was hit by a basket from a person turning from a side aisle into the main aisle. I grab my leg and continue to hobble to where my wife was. When I finally met up with her, she looked at me and asked, “what’s wrong,” I simply said, “nothing, let’s keep moving.”

After about an hour and a half of basket bumping, aisle space fighting and hardcore looks and grimaces, we finally finished our shopping. We headed to the Christmas/Garden area to check out. We were number two in line, and I was so excited that we were going to get out of here fast.

Then I overheard a conversation between the cashier and the customer in front of us. Apparently, the customer saw the same pots and pans online at a competitors site for $3 cheaper. Their discussion and banter went on forever. The customer would not relent. I came very close to saying, “Oh my gosh, I ‘ll give you $3 if you’ll just finish and leave”! Instead, I told my wife, “come-on lets go check out at the regular lanes.” We left and headed over to the other end of the store. As I was walking (maybe slightly running), I saw an empty lane, so I moved a little quicker to make sure no one got in front of me. Yes! I made it! The cashier greeted me and began to check us out. Then she noticed we bought a pizza. As she scanned it, she began to tell us how she and her husband “did something last night they hadn’t done in 20 years.” I thought to myself, I’m not sure I want to hear this. She said they had a pizza delivered along with breadsticks and two 20 oz cokes! My wife responded, “we hadn’t had a pizza delivered forever” and looked over to me and said: “isn’t that right?” I nodded, yes. By this time, the cashier was talking more than she was scanning and moving very slow. Then she saw a toy we bought my grandson and started commenting about she hadn’t seen that toy for years. I felt my ears beginning to catch fire, and my blood pressure busting through my arteries. All I could think was; quit running your mouth, speed up and finish my order so I can get the heck out of here!

Reflecting on the Moment

As we were finishing up, I caught a glance of the cashier’s face and saw how happy she was to be talking with us. I immediately told her to have a wonderful rest of the day and to have a Merry Christmas. She responded with a huge smile, “Same to you.”

We left the line and headed out of the store. As we came out, we were greeted by a Salvation Army Volunteer who greeted us with, “Have A Merry Christmas” with a huge smile.

These two instances immediately melted my heart and made me think about what makes people happy. I started to reflect on my negative attitude and stupid interactions with some of the people.  I began to think about how a real leader would be acting right now and realized that leadership should be a way of life all the time, regardless if you are at work or in a non-desirable situation. As we were walking to the car, my wife looked at me and said, “she (referring to the cashier) was so sweet.” I agreed and said that “our Walmart trip wasn’t all that bad.”

After we got home and unloaded the groceries, I started to reflect on the attitude I came into the store with and how that influenced my actions. I realized that I  learned several leadership lessons from my shopping experience.


“our Walmart trip wasn’t all that bad.”

Leadership Lessons Learned

While shopping at Walmart is not my favorite thing to do, it does offer many opportunities to influence and learn. Here are the leadership lessons I learned:

  1. Leaders are consistent in their thoughts and ideas about people regardless of where they are.
  2. Leaders value people for who they are and the hard work they perform regardless of the type of work they are doing. 
  3. Leaders make a difficult and challenging atmosphere, fun and enjoyable.
  4. Leaders listen with their eyes and ears and encourage responses.
  5. Leaders inspire others through their encouragement and influence. 
  6. Leaders are humble and relatable in all situations.
  7. Leaders keep a good head and an open heart in all situations, regardless if it is ideal or not.
  8. Leaders realize they are responsible for their own attitudes and take the initiative to change it quickly.

While I left the house with a negative attitude and a strong resentment to shop at Walmart, I learned a lot while I was there. By reflecting back on my experience, I was able to identify the fact that a leader is a leader all the time, not only when they think they need to be a leader. 

We all make mistakes, but it’s the leader who learns from their mistakes which has the most significant influence on others.

Leaders are also learners. We all make mistakes, but it’s the leader who learns from their mistakes which has the most significant influence on others. I encourage you to reflect on the eight leadership lessons I identified above and consider them in your leadership journey.

If it’s Lonely at The Top, Then Something’s Wrong

 

Executive-Coaching

During a recent executive coaching session, my client and I were engaged in a conversation about leadership when he made the following statement;

“I am passionate about leading my staff, but I don’t feel anyone cares or likes me.” 

It is true many leaders feel lonely. In fact, one of the most common phrases I hear during coaching sessions is: “it’s lonely at the top.”   I disagree with the context of that statement. And so does John Maxwell. In his book, Leadership Gold, John says;

“If you are lonely at the top, then you are doing something wrong.” 

As leaders, we spend our days surrounded by people, so the last thing we expect is to feel alone, but many do. Why? I believe the feeling of loneliness is a not a positional issue, but rather one of personality.

Let me take a few words y from John Maxwell’s book, Leadership Gold to explain. In his book, John says; “If you are leading others and you’re lonely, then you’re not doing it right. Think about it. If you’re all alone, that means nobody is following you. And if nobody is following you, you’re not really leading! What kind of a leader would leave everyone behind and take the journey alone”?  John Maxwell answers that question with;

“a selfish one.”

As leaders, our job is to make people better. To give them the tools and knowledge to achieve their greatest desires.

However, if you’re feeling lonely, it can lead to many things like; poor decision-making, inept problem-solving, frustration, dysfunctional teams, and angry and frustrated employees. Not to mention the internal stress that builds and eventually causes negative behavior and discord between your spouse or significant other and those within your inner circle. Success is nowhere to be found.

There is no doubt that Colin Powell’s statement; “sometimes leadership means pissing people off” is true. Leaders must hold people responsible and accountable for their actions or lack thereof.  This can cause a temporary feeling of isolation or loneliness. Jack and Suzy Welch wrote in a Business Week article: “There’s something about being a boss that incontrovertibly lends itself to isolation. I’ve learned that people dislike people who hold them accountable and will withdraw themselves. I might even say that if you’re feeling some loneliness, you might be on the right track to becoming an effective leader.

I have been there.  I know how lonely it can feel. But my loneliness is base on my desire to have friends, to enjoy conversations and laugh and tell jokes. But leaders must remember; we are not here to make friends, but rather build relationships. When we realize our job is to build relationships, create trust and add value, we’ll do everything we can to connect with those we lead and create an atmosphere of coaching and collaboration. When that occurs, your not lonely, your fully engaged!

How do we eliminate the loneliness at the top and get our leadership focus right?

Here are five principles I lead by to eliminate the loneliness of leadership:

  1. I’m VISIBLE every day. I make a point to talk face to face or through the phone or video chat with EVERY direct report. I also strategically reach out to indirect reports to continue to build those relationships.
  2. I set clear BOUNDARIES with my team. I lead through a philosophy of Ready, Fire Aim. Meaning I empower my team to identify what needs to be done and go do it! We’ll make it perfect as we progress. However, there are boundaries in regards to people, operational interruptions and costs. When setting boundaries, be careful not to shut yourself off from your team.
  3. I INVOLVE my team in the vision and strategic plan. I make it a priority to get people involved in the process of decision-making, problem-solving, communication, and training.  I make sure everyone has input.
  4. I spend a large part of my time COACHING my team. I meet with each direct report weekly and conduct one-on-one coaching session where we continue to set, adjust and create goals and objectives, conduct on-going performance reviews and develop a mentoring relationship using character-based coaching to achieve their desired goals.
  5. I make sure and COLLABORATE with those outside of my direct reports and team. I made it a priority to meet with every department once a month to listen to their concerns and suggestions, as well as to share information.

There is no doubt that being a leader offers extraordinary challenges in connecting, building relationships and creating an atmosphere of trust. However, just because you’re no longer invited to lunch doesn’t mean that you’re a terrible leader.  Don’t take it personally. More importantly, accept it, because the more you try to be liked, the more you’ll compromise your role and lose respect from the team. Remember you are not there to create friendships, but rather build relationships.

happy-leaders

 

Managing Work/Life Balance

 

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

 

9 Real Reasons Why People Leave Their Jobs

Why do people leave jobs? Good question. I have been actively employed in the professional job market for a while. In that time, I have enjoyed multiple positions with multiple employers achieving both high and low results. However, there hasn’t been one position that I haven’t learned something new or how to become a better leader. In fact, I’ve learned more, become more diverse and become a stronger leader through the character I’ve built through the various situations and interactions I encountered. I wish it were the way it used to be. People got a job, the employees worked hard, the company recognized their value and so employees stayed for 30, 40 or 50 years. Nowadays, most employees get 3-5 years out of a job and turnover has become a day in the life of an organization.unhappy ee However, in my research, I’ve found the cost of turnover and employee retention costs to be astounding. Here is some of what I found:

  • 51 % of workers are looking to leave their jobs (Gallup)
  • 40 % of employees are considering employment outside of their current firm within the next year (SHRM)
  • 34 % of employees say they plan to leave their current role in the next 12 months (Mercer)
  • 74 % of all workers are satisfied with their jobs; 66 percent of those are still open to new employment (Jobvite)
  • Cost of replacing entry-level employees: 30 to 50 % of their annual salary (ERE Media)
  • Cost of replacing midlevel employees: 150 % of their yearly salary (ERE Media)
  • Cost of replacing high-level or highly specialized employees: 400 % of their annual salary (ERE Media)
  • 44 % of Millennials say, if, given the choice, they expect to leave their employer in the next two years (Deloitte)
  • 45 % of employees reported that they would be likely or very likely to look for another job outside their current organization within the next year (SHRM)
  • 47 % of Americans would leave for their ideal job even if it meant less pay (Adobe)

This information made me raise my eyebrows but didn’t really surprise me. Some of these are the reason(s) I left a job or two, and it confirms some of the feedback I’ve received in exit interviews.

So why do people leave their jobs? Here are 9 reasons I put together based on my experience and feedback from others.

  1. The Leader – More than 50% of people leave their job because of their boss. Whether it is a weak relationship or a lack of character and integrity, people will leave a job if they don’t feel comfortable working in that environment. People don’t typically leave a company, they leave the people. This is an accurate statement for me personally. I struggle with people who are poor leaders. Early in my career, I would merely find another job rather than work on my influence with that leader. However, I matured. I’ve realized that you can effectively influence your leader through your diligent hard work and your consistent character. When people see who you are in all situations, they tend to buy into the person and work to change their interactions and ways.
  2. BORED! – Same stuff day after day. People want to feel they’re moving forward and growing in their professional life. They want to have something to aspire to. If there’s no structure for advancement, they’ll look somewhere else. In the meantime, they’re likely to be bored, unhappy, and resentful-and that will affect performance. No one wants to be bored and unchallenged by their work.
  3. Overworked – There are seasons of being overworked. Stress and the feeling of being overwhelmed come with many jobs, but so does burnout.  If the season never changes, then employees will look elsewhere. Consider this,  it’s often the best employees, the most capable and committed and the most trusted that we overload most. If they find themselves continually taking on more and the perception is there is no end in sight, then they feel they’re being taken advantage of.
  4. A Blurry Vision – There’s nothing more frustrating than a workplace filled with visions, but no actions to achieve. I’ve worked at many places where the vision is posted on the website, are framed and hanging in each office. I even had a CEO tape our the company vision to every door in the building. However, I never saw the actions to achieve that vision. In fact, I bet you could still find some of them hanging after 2 years of leaving. What person wants to spend his or her time and energy in support of something undefined or merely hype and talk? People don’t want to spend their time and effort just spinning their wheels.
  5. Profits Over People – When an organization values its bottom line more than its people, the people go elsewhere. The result is a culture of underperformance, low morale, and even disciplinary issues. Of course, things like profit, output, pleasing stakeholders, and productivity are essential, but success ultimately depends on the people who do the work.
  6. Feeling Undervalued – It’s human nature to want to be recognized and praised for a job well done. And in business, recognizing employees is not merely a nice thing to do but an effective way to communicate your appreciation for their efforts and successes. This will reinforce those actions and behaviors that make a difference. When you fail to recognize employees, you’re not only failing to motivate them but also missing out on the most efficient way to reinforce high performance.
  7. No Trust – Trust is crucial to influence, and influence is required to lead people. Employees view your behavior and weigh it against your commitments. If they see you dealing unethically with vendors, cheating clients, or failing to keep your word, the best will leave.
  8. Lack of Transparency – Hoarding or not sharing information will cause people to leave. A person who hoards information does it to control the outcome.Patrick Lencioni’s masterpiece The Five Dysfunctions of a Team indicates the foundation for any good relationship is trust, and that foundation of trust just cannot happen without transparency at work. As a result, employees working for managers who share information will work harder for them, respect them more, be more innovative, and solve problems much faster.
  9. Corporate Culture – While it’s not the top for leaving a job, the overall company culture affects an employees attitude and ultimately influences their decisions to go. Some questions to consider when evaluating the company culture.

Does the organization appreciate employees, treat them with respect, and provide compensation, benefits, and perks in line with competitors?

Is the work environment conducive to employee satisfaction and engagement?

Do you provide events, employee activities, celebrations, and team building efforts that make employees feel that your organization is a great place to work?

Ultimately, many people leave their job because of the boss, not the work or the organization.

Job SatisfactionPeople create results. And Leadership is essential to attracting and maintaining talented results-oriented people. Ask yourself what you may be doing to drive your best people away, and start making the changes needed to keep them.

Texting, What Message are You Sending? Part 3 of 3

This is part 3 of 3 emails from my archives. Seems to be a constant need to re-publish these rules. I crafted this blog, not only because of my shortcomings but also my frustrations. In fact, I re-published all three blogs again because of my continued frustration. Do me a favor and read all three blog post and make adjustments in the way you craft and respond to email and texts. It will make the world a better place.

Texting is a convenient way to ineffectively communicate and lose the connection required for influence. Well, not always. Texting does have a place in communication, especially when the need is short and quick.  However, it has become the preferred method for long conversations or to communicate discipline, expectations and such. I actually had a CEO who preferred to terminate executive level professionals through a text. There was never any face to face interaction. Now that is wrong!

I believe face to face conversations are the most effective method of communication, however when the situation calls for texting, here are seven (8) texting principles I found to be very helpful:Fotosearch_k26085789

  1. Be careful with abbreviations. Texting is meant to be a fast form of communication, so we tend to use abbreviations and shortcuts such as “np” (no problem) or “u” (you). But there is such a thing as an inappropriate abbreviation and acronyms. Be careful!
  2. Watch your tone. Texting is a fast and easy way to communicate. Make sure you use words that set your intended, not perceived tone. Read it before you send it!
  3. Never send bad news via text. I had a CEO send a text to a VP threatening to fire him if he didn’t achieve positive results on a project. Two days later, the VP received a text from the CEO tellin g him he was terminated and where to turn in his vehicle and computer. I was shocked, guess he was scared of him. Keep texting positive or neutral. If there is a need for negative communication, schedule a face to face meeting, it’s the right thing to do.
  4. Don’t change meeting times or venues in a text.  However, you can confirm meeting times or places through text.
  5. Double check when using the voice-to-text feature.  The translation can be tricky. Especially;y with my mixed up Cajun accent.
  6. Don’t text during a meeting or presentation. This action is just rude!  Even if you are doing it under the table or behind a book, the presenter can tell.  As a speaker and trainer, it offends me when I see people looking at their phones. Pay attention!
  7. Darn, autocorrect!  This feature bites me often. Watch the auto correct feature.  An excellent way to fix this is to READ your text before you hit send.
  8. Don’t text and drive – This is a killer, literally. Did you know 35% of all vehicle fatalities involve texting and driving? Even people who text and drive, hate people who text and drive.

textingBy following these simple rules and abiding by proper etiquette, mastering the ability to craft and send valid emails and text can be an efficient easy and effective communication tool.

How we respond to emails and text can result in positive or negative consequences and determine our influence on others. Spend the effort and time to make sure your texts and emails reflect your intended message.

The 5 Must Have’s For the Balanced Safety Leader

Fotosearch_k10730093What a great time to be a Safety Leader! Yes, you read that right. Let me repeat, what a great time to be a leader in a Safety Professional role! Are you a leader just because you’re in a leadership role? In my opinion, NO. I know many in leadership roles that for the life of me I cannot figure out how they got there.

True safety leaders possess certain traits and attributes that make them successful. There are certain things that leaders are good at and do well. I believe there has to be something that sets them apart from the rest of the organization.

What if there was something that would make you more successful, more efficient, and make your job easier? As leaders, we must learn what it takes to become both effective and successful. These two things, being effective and successful, can have lasting impacts.

This blog will provide you with the must-haves to be a balanced productive and successful safety leader. Your ability to create a balanced approach to safety will ensure your success.

What led to the creation of these top must-haves? After much deliberation, they were the result of a personal need to try something new. More specifically, I was failing as a professional. What I did for many years did not work. I had good performance on occasion, but it wasn’t sustainable. I discovered that a personal approach to leadership was what I needed. One of the things I noticed in many leaders was a general lack of character and an ability to effectively balance our approach based on individual situations. Many safety professionals are regulatory driven. There is an absence of managing the situation from a balanced approach. From this, I saw a personal and professional need to create a balanced approached to the safety professional. This motivated me to develop these “5 Must-Haves”.

Balance is essential, no it is critical!. You never want to go too far one way or the other. Learning to balance your thoughts, approach and interaction with people and situations require continuous, delicate adjustments to maintain a balanced, practical approach. Balance is stressed in every aspect of our lives — from learning to ride a bike to eating a balanced diet. It should be no different in our interactions with employees and others in the organization.

Maintaining a balanced approach to the safety of employees will ensure our ability to influence their behaviors and drive the continuous improvement in safe practices.

The 5 Must-Haves for a Balanced Safety Leader are:

  1. Must have an unwavering PASSION for the profession.
  2. Must have a great ATTITUDE
  3. Must be a PROBLEM SOLVER
  4. Must take INITIATIVE
  5. Must have HUMILITY

Here is a brief description of each.

1.  Must have an unwavering PASSIONLove your profession or leave it!

I am so tired of meeting professionals that hate their job, hate their profession, or those who merely chose their job because they vie wit as easy. If that is you, go find something else to do. All you are doing now is creating a toxic environment for yourself and the employees in the organization. Find something you love and build your passion around it.

Passion fuels will-power as a leader. Without it, you’ll lack the drive to change and overcome obstacles. Look, being safety professional is not easy. It takes patience, a caring heart and the ability to work through the barriers. Let’s face it, we are here because we care about people. Passion is what drives me to learn more and work hard every day so that I can rest easy when my employees make it home safely from work.

2.  Must have an excellent ATTITUDEA great attitude is a positive attitude.

I think it was William James who once said, “The greatest discovery of my generation is that human beings can alter their lives by altering their attitudes.”

Our attitude determines how we interact with others and the way we communicate determines our influence. Safety professional’s have daily interactions with all levels of the organization. If we approach an employee with a bad attitude, the outcome tends to be riddled with talk of discipline, loss of job and discouragement. On the other hand, a right or positive attitude can motivate an employee to recognize their at-risk behaviors and identify what needs to change to ensure they stay safe.

If you have a poor attitude, stay locked up in your office. If you have a right and positive attitude, be present and bring the sunshine where ever you go! Success will follow!

3.  Must be a PROBLEM SOLVER – Can’t let your problems be a problem

Safety Leaders are good at identifying problems, issues, and concerns. Whether it is a condition or behavior, they can determine enough issues to fill a novel. The question is, are you good at solving the problems? Be a problem solver and influence! A good rule of thumb, provide at least two solutions to every problem you identify.

4.  Must take INITIATIVE –  READY………FIRE………AIM.

My staff hears it all the time. What does it mean? Shouldn’t you aim first, then fire? No. Just identify the problem, fix it, and then make the necessary adjustments later. At least you did something. If you never take the initiative to do something, things will never get done! If you identify a problem or something that needs to be done, who is the best person to initiate the solution? YOU!

5.  Must have HUMILITY – Humility is better than humiliation

I always have to include humility in any discussion I have on leadership, regardless of whether I am focused on the Safety Profession or leadership in general.

Why? Because so many leaders struggle with it. They’re under the impression that you must be strict, authoritative, and all-knowing in every situation. I’m aware of this because I used to lead that way.

However, through my many leadership mistakes in life, marriage, parenting, and work, I realized that leadership is about knowing what you know, and more importantly, recognizing what you don’t know. Not only is there intrinsic value in admitting you don’t know all things, but it is also clear importance amongst employees who sense your humility.

Here’s the truth. Employees know things that you don’t know. They may not say it to your face, but trust me; they are talking about you behind your back.

I love what C.S. Lewis and Lou Brock have to say on the subject of humility and pride:

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

Lou Brock said, “Show me a guy who is afraid to look bad, and I will show you a guy you can beat every time.”

A lack of humility makes us vulnerable. Without it, we open the door for negative things. People don’t want to follow arrogant leaders. They want to support someone whom they believe in and connect with. A lack of humility withholds honest connections with others; therefore, we must act as humble leaders.

CONCLUSION

Here’s a recap of the must-haves for leadership.

  1. Must have an unwavering PASSION for the profession.
  2. Must have a great ATTITUDE
  3. Must be a PROBLEM SOLVER
  4. Must take INITIATIVE
  5. Must have HUMILITY

This is only an introduction to what it takes to become a productive and successful balanced safety leader. Throughout the years, these five must-haves have helped me become a successful leader. Evaluate your current leadership style and identify what will complement your personality and enable you to lead more effectively and bring you success.

Take time and research each of these must-haves and learn how to apply them in your current position. I am confident that you will become a more effective balanced safety leader because of it.

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