Thursday, December 13, 2018

Are You A Credible Leader


Despite all best intentions it's easy to send mixed messages to others when we allow stress or self-focused behaviors dominate our interactions with others. This month provides a quick checklist to see if your leadership credibility might be taking a hit.

Credibility Crushers
Consider the following behaviors that hurt employee engagement and motivation:

Forgetfulness
Forgetting conversations and instructions given; poor listening skills. Common employee complaint: "I have to take notes just to be sure I can prove later we had this conversation."

Not Understanding Employee's Jobs
Assuming credibility can be earned without understanding the inner workings of the team. Common employee complaint: "If they had any idea what we do they would make better decisions instead of making our jobs harder."

Fairweather Boss
A fan one minute, a critic the next. Common employee complaint: "You have her support until it becomes unpopular."

Solitary Decision Making
Making decisions that impact others without soliciting their feedback. Common employee complaint: "This directly affected my job but yet he didn't think I was important enough to be included until after the fact."

Talking Out of Both Sides of Your Mouth
Being hypocritical, contradictory or overly political. Common employee complaint: "Mixed messages."

Unpredictable
Reactive crisis-management mentality, often adopting the overreactions of others. Common employee complaint: "We're headed in one direction today, we'll be headed in the opposite direction tomorrow."

Unrealistic or Assumed Expectations
Expecting others to possess the same work ethic or assuming unspoken expectations will be met. Common employee complaint: "I failed at something I didn't even know I was being evaluated on and never got the chance to discuss it"

Leadership behaviors that build credibility and employee engagement:  
  • Assuming the best and delaying judgment
  • Reliability in word and deed
  • Soliciting their input in brainstorming and problem solving
  • Challenging them to think outside their job description
  • Taking a genuine interest in employees as individuals
  • Delegating learning opportunities not just problems
  • Laughing at yourself and fessing up when you blow it
  • Encouraging creativity
  • Giving others the freedom to "fail forward"
  • Operating from a hope of success rather than a fear of failure
  • Asking "How am I doing?"
Just remember credibility takes years to establish and only a few bad behaviors to destroy. The first step is moving out of your comfort zone and asking for feedback on how others see you modeling these behaviors. Raising your self-awareness will increase your effectiveness and influence.


Friday, December 7, 2018

Month in a Minute

AICPA Breakout Session, NYC: Conference Atrium in the Grand Hyatt, NYC:
Steve and I making some last minute presentations tweaks in SLC:
Barnes Foundation

November included events in Philadelphia, Boston, NYC, and Salt Lake City. I was fortunate to present an EQ talk at a women's event at the Barnes Foundation, it started out as a private collection that has since been made available to the public. We had the museum all to ourselves at the evening event and the visiting exhibition is Berthe Morisot, she was the only female impressionist painter. She has quite a remarkable story, it's worth a visit if you are in the Philadelphia area.