As leaders, parents, coaches or teachers, we transmit strong non-verbal messages all the time—in the form of actions, or even inaction. The familiar adage, ‘Actions Speak Louder than Words’ is truth and one of the most epic employee engagement tips around. Pause and consider this for a moment: We’re essentially live-streaming messages to employees all the time—yet we’re often sending these messages without being conscious of it and without the benefit of any edits or approvals.
But, here’s the great news: By simply bringing our non-verbal messaging to a conscious level, we’ll become much more effective leaders—creating high-performing teams and organizations.
Bringing Non-Verbal Messages to a Conscious Level
Most of us already realize that, without speaking a word, body language communicates volumes. Folded arms may indicate that the person we’re conversing with isn’t open to what we’re saying. Rolled eyes might mean they’re annoyed with us. Since we understand this phenomenon, we pay attention to the body language of others and we try to exhibit positive body language ourselves. However, body language is just one form of non-verbal communication. Do we pay enough attention to other methods?
Employees constantly observe leaders’ actions and translate them into meaning. They observe how we use our time, how we allocate resources, how much integrity we demonstrate and how we treat them and all members of the team. This may seem rather intimidating, but once you get the big concept behind it, you can relax, pay attention and practice managing it.
The Big Concept: Great Leaders Serve Others
In his ‘Real Leaders Serve’ article, Simon Sinek maintains that ‘the truly effective and inspiring leaders aren’t actually driven to lead people; they are driven to serve them… For a leader to be a leader, they need a following. And why should any individual want to follow another individual unless they feel that person will look out for them and their interests?”
How can an employee tell if his leader is looking out for him? Hint: It’s not as much what the leaders say, as what they do, and how they treat others on the team. Employees typically identify with their fellow teammates and can easily imagine themselves being in the same situations their coworkers are in. Therefore, how we, as leaders, treat each team member affects the other team members more than we might realize.
Review and Edit Your Actions
It’s good practice to review and edit your actions. Ask yourself the following questions and discover ways to earn or increase your employees’ trust:
Demonstrating care for your employees through your words and your actions will keep them engaged and working to their fullest potential!
Select the Most Effective Leadership Training for Yourself & Your Employees: Outcome-Driven, Balanced and Blended
Whether you’re an entrepreneur, first-line supervisor, CEO, project manager or non-profit board member, you’re likely facing decisions about what leadership, communication or emotional intelligence classes or coaching opportunities you should take or offer to your employees.
It’s important to choose wisely. I believe great leadership is the single biggest predictor of an organization’s success. Great leaders inspire people and teams to live and work to their fullest, engage, contribute their talents and reach their dreams. Great leaders remove obstacles, improve systems and create conditions which make it easier for people to succeed. They believe in and invest in their employees. An organizational effectiveness research project undertaken by the Gallup Organization found that the front-line manager is the key to attracting and retaining talented employees. So, leaders must be carefully selected and intentionally developed.
But, budgets are often tight and only so much time and money can be allotted to training. In larger organizations, the learning department may recommend the leadership model and courses for employees, including the topics, and delivery mode (way of presenting content--such as instructor-led, hands-on, discussions, simulations or e-Learning.) You and your employees may be able to supplement that training or even request coaching from an internal or external coach. In other companies, especially where people or budgets are stretched thin, employees may take a few online courses that are recommended through google searches or advertisements, or possibly skip training altogether.
A quick search of e-Learning and more traditional training websites reveals an ongoing ‘either/or’ debate of sorts; comparing and critiquing instructor-led versus e-Learning delivery modes. Rather than entering the debate, I’d recommend establishing desired outcomes/effectiveness measurements and then utilizing a blended learning approach to fulfill the learning objectives:
Establish Desired Outcomes/Effectiveness Measurements:
1. Be clear on your desired outcomes before making a commitment to use your (or your company’s) time and money on anything--whether it’s a marketing campaign, sales venture, new product development, team project or a training course.
2. To set desired outcomes, analyze your/your team’s learning objectives, areas for improvement and challenges you’ll be facing, and determine which training topics and delivery modes best fit those needs. Do you need to increase your self-awareness and emotional intelligence, learn to delegate more efficiently or do a better job of performance management? Do you need to strengthen your team’s trust levels, implement a process improvement or prepare for a possible industry disruption? Would you or your employees like to strengthen communication, public speaking or conflict management skills?
3. Determine in advance how you will measure training effectiveness; then measure it after training completion. Factor those results into your choices during the next training selection cycle. Cost is an important component to measure, but meeting the desired outcomes is likely even more important for your company’s bottom line. Even a small amount of money spent on a training venture is too much if you didn’t achieve your desired outcomes.
Choose a Balanced, Blended Learning Approach:
1) Determine which delivery methods will best help you meet your desired outcomes and learning objectives. For instance, if you’d like to improve communication or networking skills, it makes sense to take a face-to-face, instructor-led course where role-playing and practicing are included, and where you have an opportunity to meet with your cohorts. If you need education around a certain leadership theory, it might work well to take a few e-Learning courses, observe how leaders around you utilize those principles and then try them out yourself in the field. You could follow up with a traditional classroom course later.
2) Use a blended learning approach. As stated in a Training Today’s article, “Blended learning is a commonsense concept that results in great learning success. The blended learning approach is simply acknowledging that one size doesn’t fit all when it comes to training. In a nutshell, blended learning means using more than one training method to train on one subject.” Answering the questions presented in the article may provide helpful direction.
3) Consider your personality strengths and training preferences, and ensure you strike a balance in the types of training you take. Step out of your comfort zone and don’t allow yourself to gravitate to only one type of training each time. If you’ve mainly attended face-to-face training sessions, consider taking webinars and e-Learning to stay abreast of technology, and benefit from a different training style. If you’ve primarily taken virtual classes, step out and schedule one-on-one leadership coaching sessions or take an instructor-led course.
4) Get creative about how you fulfill your learning objectives. Entertain other types of training solutions such as on-the-job learning, coaching, rotational training, job shadowing, discussions, simulations or book clubs.
5) Select well-designed, high-caliber training courses and ensure the facilitators, instructors or coaches come highly-recommended and have the experience you need. Check websites, ask questions, get referrals.
Great leaders are critical to an organization’s success, and leaders can sharpen their emotional intelligence, communication and leadership skills through training and one-on-one coaching. Make 2018 a great year: Keep leadership training outcome-driven, balanced and blended.
Most of us have been there. You’re a conscientious person. You’ve worked hard, you’ve practiced, you’ve stepped out in creativity or pushed yourself beyond your comfort zone, and now, at last, you’ve completed the project, wrapped up the school semester or finished the big soccer game. Before you can take a deep breath, your supervisor or coach is critiquing you or even inviting critiques from your team.
You have your own ideas about what went well and what could have been improved… but that stage was skipped and the feedback is rolling in. You try to listen, but it’s hard to stay tuned in and ‘embrace’ the feedback.
Why is that? Feedback is easier to accept from others once you’ve had a chance to evaluate yourself. It’s just human nature.
What’s the big deal about embracing feedback? If a person doesn’t accept feedback, they won’t use it-- which negates the goal of feedback in the first place--improvement.
Thankfully, as a supervisor or coach, you can make feedback easier to absorb and apply, which also has a huge impact on improving your business results. From my observations, one of the most effective techniques for ensuring feedback will be internalized and applied is to ensure people have an opportunity to critique themselves first. This works well in a small, applied training environment or in day-to-day work situations. After your employee tries a new skill, follow up with him, and before sharing your feedback, let him do his own self-critique first. Ask him to share one thing that went well. (Don’t let him say ‘nothing’—pause and wait him out.) Then, ask him to share one thing that could have been improved.
In my experience, people are hard on themselves and accurately nail their mistakes, but often fail to give themselves enough credit. If they are asked to self-identify issues first (in a ‘safe’ way) they will identify most of their own improvement areas up front, which means the feedback given by you as a leader and from co-workers can mainly serve to build them up and encourage them. This frees the employee up to acknowledge and focus on the few improvement suggestions that may have escaped them.
There are a few requirements for ensuring self-critiquing goes well. The common theme is that employees must feel ‘safe’ to share – meaning you have created an environment where they:
There are plenty of opportunities to practice this ‘self-critiquing first’ feedback concept—when presented with your third graders’ report card results, your 16-year olds’ first fender-bender, or when one of your employees’ projects seems to be going south. Simply acknowledge their circumstance, effort or pain, and ask for their insights before supplying yours or inviting anyone else to do so.
When invitations for self-critiquing are extended first and managed well, employees will likely embrace feedback and their confidence, self-awareness, problem-solving capabilities and trust in you as their leader, should all increase; along with your team’s effectiveness and your organizations’ bottom line results!
Process clarity is critical to business success. Move your business effectiveness forecast from cloudy to clear, by intentionally, carefully and thoughtfully involving employees in process improvement.
Clarifying and improving business processes is a good idea. Reviewing customer and stakeholder input and involving employees in that endeavor is also usually a good idea. Whether fixing a problem, ensuring employees have a good grasp of company values after onboarding, or performing an ‘annual check-up’ to ensure a process still makes sense and works efficiently, process improvement is worth the investment.
From private airline passenger scenarios to governmental policy roll-outs, we’ve heard a lot recently about process/procedural mishaps and confusion; resulting in public relations, customer service and employee morale issues—and often a loss of profit. Employee and public opinion about what went wrong and how it should be rectified is abundant. It’s clear that it would be much more beneficial for businesses to evaluate, test and adjust their procedures, training and measurements before a problem occurs.
Process improvement can do more than prevent losses. When applied in a balanced fashion and in accordance with company values, it can create incredible savings. Stop for a minute and do the math. Quantify just one potential process improvement in your organization. For instance, if your team was able to reduce manufacturing time for one product by 10%, what is that figure? Or, if your team was able to increase employee retention by just 1-2 employees per year, what is the dollar amount of training and re-recruitment savings?
Since poor processes can yield drastic negative consequences and excellent processes can yield incredible savings, what’s preventing leaders from embarking on process improvement efforts?
First, tyranny of the urgent often prevails. Leaders barely have time to resolve problems that are apparent, let alone problems that are discreet, complex or span various departments. They surmise that the potential future gain of process improvement is not worth the immediate diversion of resources. Hence, managers apply resources toward certainties rather than potential savings. The solution? Do the math and encourage yourself and other leaders to clarify or improve at least one process.
Second, due to time constraints, leaders often try to fix processes by themselves--reviewing data, observing and assessing what might need to change, and perhaps asking a few questions of employees; but more or less making the improvements in a vacuum. Yet, it’s nearly impossible for one individual to know the full body of information and experiences you’d get if you asked employees, customers and other stakeholders. Without gathering this information, it may mean the process is being evaluated based upon incomplete or imbalanced information. Most importantly, it is the very act of involving employees that makes them more likely to support the solution and implementation—which in turn increases their motivation and sense of purpose at work. Hence, the wisdom of seeking employee/customer input and perspectives.
Resist the temptation to resolve the process problem on your own. By involving your team in process improvement, you can work around your blind spots, steer clear of the infamous iceberg of ignorance, improve the process, and even build employee trust, customer satisfaction and profits while you’re at it.
Even though it is beneficial to involve employees in process improvement, it can be more complicated than you’d imagine. It likely involves risk of some sort—whether the risk is of a safety, financial, legal or business nature. Therefore, it calls for some evaluation in advance. For smaller, low-risk processes and industries, getting input from employees and making small changes ‘just to see how they work’ might be warranted.
For larger-scale efforts or areas with complex procedures where a process change could be risky or disruptive for a large portion of the organization; more planning and assistance may be necessary-- including securing appropriate approvals and possibly enlisting the help of a neutral party, industrial engineering intern or impartial, trained facilitator. This frees you up to concentrate on the content and allows you to engage in the process alongside your team.
Here are some basic process improvement steps* for larger scale efforts:
1. Select a process to tackle. Ideally, it would be one that employees or customers have voiced concerns about in the recent past, and that you have direct authority to change.
2. Get management buy-in, union approvals and any other necessary agreements. Ensure you understand your budget and any constraints.
3. Select the employees/stakeholders needed and the decision-making methodology you’ll use. Attendees will need to feel safe to contribute/critique the process, and be assured that no negative repercussions will occur from sharing their honest opinions.
4. Design the meeting or workshop. Draft the agenda. Collect necessary data and ensure attendees can review it before the workshop. Consider asking an internal or external facilitator for assistance in designing and facilitating the workshop.
5. Conduct the workshop.
7. Review and record performance measurements. See how much improvement was achieved and ensure all company values are still being honored. Check and adjust the new process as needed.
8. Be sure to celebrate with your team. Taking the time to involve employees in improving processes is hard work, but it’s worth it!
* Since each organization is unique, these steps should be considered basic suggestions only and should not be construed as tailored advice given for a specific organization.
In a recent Harvard Business Review article, Michael Schrage says, “Serious leaders understand that, both by design and default, they’re always leading by example.”
Whether you’re a parent, teacher, coach or business manager, it seems to be a self-evident, yet daunting, leadership truth. We’re leading by example even when we’re not consciously aware of it.
Self-awareness is key to good leadership. On the other hand, being unaware of how we come across as leaders or unintentionally operating against our own professed values can be ineffective or even damaging. That’s why most leadership development courses spend considerable time up-front ensuring leaders are aware of their style, and the style they exhibit when placed under stress. As leaders, we understand the principle of working on ourselves first. Yet, in a moment of clarity, most of us would grudgingly admit that we sometimes try to remove specks (small leadership flaws) from our fellow leaders’ eyes when we may have proverbial logs (large leadership flaws) in our own eyes. I’m guilty as charged.
So, what have we established? Self-awareness is critical to leadership success and yet, as leaders, we have blind spots—areas where we may lack self-awareness. Thankfully, self-awareness is a skill which we can develop over time. One word of warning: Practicing and increasing self-awareness is not for the faint-hearted. It means hearing things about ourselves that we’d rather not hear. It means having our style, pet projects, and philosophies critiqued. It means being vulnerable and having other people realize that we’re not infallible—all while needing to exhibit the level of self-confidence that it takes to be a strong leader. But, being self-aware is worth it—both at home and at work.
How can we become more self-aware? I’ve found the following ideas helpful in my journey and offer them to you.
Nine Ways to Build Self-Awareness:
With a little bit of practice and focus, we can increase our self-awareness and become stronger leaders!
Do you have any self-awareness tips to share?
I recently bought a new board game to use during our family vacation. It had good ratings, displayed a Mensa seal, and boasted rich imagery and an intriguing name--Forbidden Island (Gamewright ®). But, when I sprung it on my adult children, they were less than enthused. Although our family plays board games occasionally— they certainly aren’t board game fanatics. I would have to keep things exciting. I read the description out loud: “…capture four sacred treasures from the ruins of this perilous paradise and escape by helicopter to win—if the island sinks before you complete your tasks, the mission ends in defeat!” So far, so good. The family was with me. Playing time: 30 minutes—check. But then I announced: “…the latest creation by cooperative game master, Matt Leacock.” That’s right… it was a cooperative board game.
Wikipedia lays out the definition: “In a cooperative board game, players work together in order to achieve a goal, either winning or losing as a group. As the name suggests, cooperative games stress cooperation over competition...”
Competition had been expected, but cooperation? My kids’ eyebrows rose and they blurted out their suspicion: “Is this one of your leadership development/'team-buildy' things?” Surprisingly, although I’ve been known to try a few team building exercises out on the family, this wasn’t a premeditated cooperative plot.
We carried on. We formed the Island with the tiles, placed the treasures on the board, and set the water level marker. We distributed ‘adventurer’ cards which gave each of us a special power that only we could perform. The game began. We could only move our pawn to an adjacent tile but never diagonally. We had card hand-limit restrictions. As the flood cards ‘sunk’ certain tiles, our movements became more restricted and we were forced to work together if we wanted to ‘shore up’ (i.e. ‘unflood’) a tile, keep the water level from rising, collect the treasures and escape the island. We played as a team. We still had tension, excitement and fun, but we also learned to work together.
Of course, a few of the lessons we learned apply to other teams as well:
As simple as these ideas appear, when we had to apply them, it was much harder. That’s because, as a society, competition seems to come more naturally and is modeled more frequently, than cooperation. In a sense, the game helped us practice and develop the ‘muscle memories’ for cooperation and collaboration.
For teams, stressing cooperation over competition is a refreshing and smart business tactic. But, if we want our team (or family) to get better at collaboration, we must allow time for practice and be intentional about it. Many team building exercises and cooperative games take only ½ hour, so why not plan time for your team to practice creative thinking, communication, problem-solving and collaboration more often until it becomes second nature and part of their collective ‘muscle memory’? Sprinkle short team building exercises throughout each quarter, rather than reserving them for retreats. Spend a little bit of time, google team building exercises, try them out on your friends or family and go for it. You might get a few groans from your team at first, but they’ll eventually appreciate it and be stronger for it.
Don’t underestimate the power of practicing collaboration. Let the cooperative games and team building exercises begin!
Most leaders are results-driven and focused on being successful, and getting the job done quickly and effectively. And rightly so. It’s difficult to stay in business unless you achieve favorable results—and sustainable results at that.
It may seem that a leaders’ consistent, unwavering focus on results alone would be the key to achieving those results. But, it’s not that simple. In fact, one of the seven practices of Facilitative Leadership, a leadership development workshop designed by Interaction Associates, is ‘Focus on Results, Process and Relationships,’—which they deem the ‘Dimensions of Success.’
To achieve sustainable results, success should be measured in terms of not only results, but also ‘in terms of how the work gets done (process) and the way people treat each other and work together (relationship).’ Hyper-focusing on results to the exclusion of process and relationships, may actually be the reason a project or change initiative backfires.
Beyond the standard project result measurements, the desired outcomes for a project should include managing the roll-out with clarity and effectiveness, because implementation chaos creates delays, cost overruns and morale issues; undermining the overall results of the project.
Think of a time when a change you implemented (at work, at home, or on a non-profit board) didn’t get the successful results you’d imagined. Were there some process and relationship issues lurking behind the scenes, which could have been addressed more proactively? Try using this checklist before you embark on the next project.
Smooth Implementation Checklist:
Giving process and relationship dimensions the attention they deserve will help you achieve long-lasting, outstanding results!
In business circles and organizations, using the word ‘empowerment’ is in vogue. And, why wouldn’t it be? True empowerment is magical. It’s enchanting, captivating, and breathtaking and produces far more spectacular results than its run-of-the-mill cousin, ‘delegation’, ever will.
Think back to a time when you felt truly empowered. How about your first solo drive after getting your license? Backpacking in Europe for three months after college? Or, the day your boss let you manage a high-stakes deal without being at the negotiating table? Remember the energy it gave you and the results you achieved? Authentic empowerment fires up employees’ intrinsic motivation, makes them unstoppable and leaves them feeling fulfilled at work. So, why not use the ‘e’ word more often and create the buzz necessary to motivate people? Because, just saying it is so, doesn’t make it so. Simply saying people are empowered isn’t the same as actually empowering them. What does it take to truly empower someone?
According to the Oxford dictionary, the verb ‘empower’ means: ‘To give someone the authority or power to do something—as in ‘the board is empowered to act.’ Additionally, it can mean: ‘To make someone stronger and more confident, especially in controlling their life and claiming their rights—as in ‘movements to empower the poor.’ Synonyms include: emancipate, unshackle, unchain, set free, or give freedom to.
Empowerment implies something special that you’re giving your employee—a privilege, an opportunity, more freedom to operate with, or something they’d want to have.
Leaders know that not every task or project given to an employee is a wonderful opportunity or privilege. Employees know that, too. Much of the time a leader is dealing with routine tasks that simply need to be delegated. They are ‘entrusting a task or responsibility to another person, typically one who is less senior than themselves—as in: ‘she must delegate duties so as to free herself for more important tasks.’ However, if organizations or leaders substitute the word ‘empower’ when they actually mean ‘delegate’, they are employing a euphemism—which often tears down trust. Instead, call each assignment what it is and focus on designing a few special opportunities for your employees that are truly empowering—opportunities that set them up for success and further their career development.
If you can answer ‘yes’ to most of the questions on this list, you’re probably well on your way to providing a truly empowering experience:
Strive for authentic empowerment—it’s an awesome concept and an effective motivational tool!
Many of us take vitamin supplements to provide certain health benefits and to ensure we won’t become deficient if we don’t get those vitamins naturally from our daily diet. Vitamin P, more correctly called flavonoids, is found in a number of foods and herbs, ranging from red peppers to tea. It fights the effects of oxidation and free radicals in the body, which are associated with aging, cellular damage, and certain conditions like cancer.
Obviously we can’t intervene with an employees’ actual vitamin intake, but what about the concept of ‘work vitamins’? Are there emotional nutrients that employees should get at work in order to boost their productivity and prevent burnout, cynicism and other serious workplace ‘diseases’? Are they getting enough nutrients now, or do we need to provide supplements?
Let’s say that, in the workplace, Vitamin P stands for Positive Feedback. We know that simple things like saying ‘thank you’, giving praise for a job well done; or pausing occasionally to celebrate accomplishments, important milestones, or finished projects—give employees a morale boost. But, as leaders, we get so busy with our urgent activities, emails, required training and ‘musts’, that it is hard to keep up with what we consider to be the ‘nice-to-have’s’ like giving positive feedback. Are your employees getting enough Vitamin P? Considering your busy schedule and the rise of criticism in society, the chances are slim. In fact, your employees may even be starved for positive feedback.
Our society seems to have gravitated toward criticism rather than praise as a norm. We are all professional critics now—‘Yelp’ food critics after a restaurant meal, ‘Rotten Tomato’ movie critics after watching a flick, and sometimes armchair political critics at night. These critiques are often more heavily weighted with negative, rather than positive, comments. Even though political discussions are wisely and appropriately avoided at work, the tendency toward criticism and some of the brash interaction styles and techniques may be bleeding over into the workplace more than we realize. Where has all the positive feedback gone? We don’t often see it in the media we consume and we may see it less and less in the workplace unless we make an intentional, concerted effort to reverse that trend. We may be unintentionally critiquing our employees quite a bit more often than giving them positive feedback.
It’s not surprising that we’re simultaneously experiencing burnout in the workplace. A Wall Street Journal article says, “Burnout begins when a worker feels overwhelmed for a sustained period of time, then apathetic and ultimately numb.” It also says, “Everyone’s job is now an extreme job”, and cites ‘steep turnover and higher health costs.’ Mini-sabbaticals are one solution offered, but there are likely simpler solutions. Most of us feel better about our jobs when we receive regular encouragement, so we inherently understand that giving employees positive feedback is a ‘must-have’ rather than a ‘nice-to-have’. If we’re too busy to compliment, encourage and help our employees find purpose in their jobs, we’ll be spending ten-fold that time dealing with stress complaints and absenteeism, or recruiting and training new employees to take their place.
Do you give enough positive feedback to your employees and to your family members? Get some statistics of your own. Keep a tally-sheet for one day. Place one tally mark next to a person’s name each time you praise them or give them positive feedback. You may only place a tally mark if the feedback is sincere, is the type of praise that person prefers (public or private?) and is not followed by a criticism. One manager I know puts praise reminders in his phone. That may seem forced, but we use reminders for everything else—why not for positive feedback? The main point is to develop a method to ensure you’re celebrating employee accomplishments and coaching them for positive performance as well as improvement areas.
I dare you to heap the praise and positive feedback upon your employees. You simply can’t give too much. As long as it is true and real, delivered in a way that each employee prefers, and efforts are made to distribute feedback to each team member over time, it’s hard to go wrong. Supplement your employees with enough Vitamin P to ensure you have a healthy, happy, productive team.
Do you give and receive enough positive feedback in the workplace? Let’s hear your comments.