“Fitting in” is a big deal, and in many organizations it’s seen as the way to career longevity.

That’s a problem.

People are influenced by those they see as being “ahead of them.” If you simply match the rest of the workforce and blend in, your influence is diminished. Eventually, you become invisible.

If you want to lead, be willing to raise your personal standards to exceed the common expectations of your organization or work group. “Raising” equates with “elevating.” Once you raise the bar for yourself, you begin to view things from a heightened position that expands your perspective. When that happens, you’re able to see and describe a greater vision for those around you.

What can you start doing now to raise your standards and impact your ability to lead?

_________________________________

For more insight into nearly every aspect of leadership, check out the just-released February Leadership Carnival hosted by Talented Apps’ Mark Bennett.

Source: Steve Roesler

Source: Steve Roesler

Source: Steve Roesler

Leaders do have to tell people exactly what to do when a person isn’t yet competent–and confident–about the task or assignment. (The whole “leader” thing isn’t just about high-concept and vision).

But how do you develop managers who are knowledgeable and committed?

You can build increased confidence and deeper understanding by asking questions designed to help them make their own discoveries and decisions. Here are seven questions to get you started as  a “coaching” leader:

As you become more comfortable with probing questions, you’ll develop your own. In fact, what are some of your favorites now?

_________________________________

Fistful of Talent names All Things Workplace in Top 25 Talent Management Power Rankings. We’re buzzed! The FOT folks are all top-notch themselves and use some serious criteria vs. “popularity” to create the rankings. There are some new blogs at the top of the charts that are good additions to your RSS feed.

Source: Steve Roesler

After spending the last week or more in meetings, I heard a lot of ideas. Most of them were pretty good. But they didn’t all get the same amount of air time.

Why not?

 Adapt Your Thoughts and Ideas

The senior people in each meeting wanted to hear “new stuff.” They also have “bigger picture” responsibilities, more demands on their time, and a long-term view of their respective companies. That makes their mental filters subject to some very specific criteria.

As I watched the thumbs up/(silent) thumbs down process, I thought: “What am I learning from this that could be universally transferable?”

Here are four questions to ask yourself before offering the next big idea:

1. Will this idea make other people successful?

Really. If it’s not going to do that, you’ve got what might be a good idea for you or you and your immediate work group.

2. Is my presentation as brief as possible because I have thoroughly edited my thoughts?

Figure out what is important to those in the room and what isn’t. Everything isn’t important to them. And if they do start asking questions it means they care enough to engage you. That’s an indicator of interest, even if the questions sound critical They are evaluating. And they aren’t worried about the time because you’ve given them something worthwhile to ponder.

3. Do I have objective criteria for success?

Even if your idea is a creative one, take time to link it to something that can be measured. If not, it will appear fuzzy to many. The more concrete you can be, the clearer the picture you are able to paint.

4. How do I feel about the idea?

Yeah, I know it’s yours. But make sure that you feel confident about it as well as committing to the work that would ensue. Ideas are sold on confidence and emotion supported up by reasonable facts. Pay attention to your gut.

Source: Steve Roesler

Source: Steve Roesler

Source: Steve Roesler

Reconcile: 1 a : to restore to friendship or harmony <reconciled the factions> b : settle, resolve <reconcile differences> 2 : to make consistent or congruous <reconcile an ideal with reality. Merriam-Webster Online Dictionary. 2010.

You and I wouldn’t think about going through life without reconciling our bank accounts, ensuring that   deposits, withdrawals, and balances are accurate. We know that unreconciled accounts can lead to overdraft charges and painful penalties. So we do our best to sit down, sort through the facts and figures, and when we see an error we do what it takes to reconcile the account. The longer we hold off, the more we risk creating a financial deficit.

 Workplace Reconciliation

The same dynamic holds true for on-the-job accounts: relationships. We talk about the importance of credibility, integrity, influence, and trust. But do we take the time to sit down and reconcile real and perceived wrongs with the people whose trust we need and value?

I’m seeing a couple of workplace phenomena that demand relational reconciliation in order to move ahead free, unencumbered, and “in relationship”:

1. The protracted economic situation, along with its uncertainty (we want control) and attendant downsizing, is prompting normally relaxed people at all levels to lose their cool. Things are being said and done “in the moment” that are leading to disciplinary action and strained relations between people who have to work closely together to “get it done.” Intervening to stop “it” and take disciplinary action is the right thing to do. However, although it stops the undesirable behavior, it doesn’t re-start the relationship in a satisfying way to all those involved.

2. 360 Feedback. The Merriam-Webster definition #2 above mentions reconciling an ideal with a reality. That’s what 360 Feedback is all about: surfacing any differences between intentions and actual impact. If you’ve ever been on the receiving end of a stack of 360 comments that were a total (negative) surprise, it’s easy to feel “put upon” and defensive. It’s equally easy to want to go on the offensive and even to make a biting remark or two about the results.

What To Do

Both instances demand a follow-up session, albeit a bit different for each.

In example 1, someone did something offensive. That means, when things cool down, it’s important for the individual to sit down with any others involved and:

a. Admit the error in judgment and the ensuing behavior

b. Apologize

c. Ask for forgiveness

Those who were impacted need to:

a. Acknowledge that it was hurtful, and how, without belaboring the point. (The worst thing that can happen is saying nothing at all or “Oh, that’s ok; it wasn’t that bad.” It was, or you wouldn’t be there.

b. Thank the person for caring enough to take time to reconcile the relationship.

Both parties then need to express (if truthful) the wish to move on together and restore a mutually respectful working relationship.

Example 2 is a bit different, yet still requires a conversation. When people take time to offer feedback, especially the kind that requires numerical ratings and narratives, they’ve made an investment. Like corporate surveys, participants want to know the outcome and what, if anything, is likely to change.

For the sake of example, let’s say a manager has received in-depth feedback from direct reports. A follow-up session would have this kind of framework:

a. Thank the people for their willingness to invest in his/her development.

b. Share the over-arching themes–not the details–of the data.

c. Acknowledge that there are clearly areas for development. Ask for any needed clarification and suggestions for specific changes that would lead to improved performance.

d. At the next regularly scheduled meeting, take time at the outset to let the direct reports know what the focus of the changes will be, after considering their suggestions. Ask for verbal reinforcement  when a change is seen. Likewise, if something isn’t happening as it should, invite continued reminders, especially “in the moment.”

Healthy workplaces require healthy relationships. What’s happening in your working world where reconciliation could move people, and the organization, toward a better place?

Source: Steve Roesler

“We forfeit three-fourths of ourselves in order to be like other people.”
   –Arthur Schopenhauer (1788 - 1860)

Teenagers are my favorite people to watch. Their crusade to be different leads them to dress alike, talk alike, and act alike. They are uniquely the same. It’s also a survival mechanism that leads to acceptance as well as the avoidance of getting whupped for standing out in a crowd and being too different.

I’m not sure that this phenomenon is any different in organizations. Let’s face it: if expectations include cookie-cutter behavior, who wants to be the first to respond to a call for innovation, creativity, and risk-taking? In fact, it’s probably difficult for people to believe that the request is even genuine.

How to Be Unique At Work–And Thrive

Your boss is looking for “better.” Better methods, better revenue, better savings, better results, better quality. These give you two meaningful ways to show off your individuality:

1. What you produce that is different from anyone else’s output (see “better” above).

2. How you go about doing it using your own methodology.

Once you’re successful at those two, feel free to spike your hair, put rings in places they shouldn’t be, and invite your boss to sing with you on company Karaoke night. We’ll upload the photos here.

photo attribution: http://www.aeropostale.com/home

Source: Steve Roesler

Source: Steve Roesler