by Fred Stuvek Jr. | Apr 3, 2019
“The single biggest problem in communication is the illusion that it has taken place.” George Shaw
The ability to communicate is one of the most critical skills for someone to be successful in the business world, or anything else for that matter, including a relationship or marriage. The most effective leaders in the business or political world all have one trait in common – they are excellent communicators who have the ability to effectively convey their message, articulate the key points, and provide inspiration.
In many instances people do not give adequate thought or preparation to what they are saying and how they will most effectively convey it to the intended audience. Their remarks and delivery will reflect this lack of preparation. It will fall on deaf ears and not be received in the manner they had hoped. There have likely been times when you have seen two people propose basically the same thing, with one receiving support and positive acknowledgement, and the other not. What was the difference? The difference was not the message; the difference was the messenger and the conveyance of the message.
Good communication is not just desirable, it is necessary for someone to be successful. This is amplified further due to the nature of the workforce and the workflow today. Much of the work involves a group of individuals who are formed into a team to collaborate on a project. The members of the team could be a cross section of individuals encompassing different disciplines, from different parts of the country, or even from another country.
Another factor is the social changes which have occurred and the multitude of venues for communication and information available, with the changes being almost exponential in nature. As a result, people’s attention spans have shortened, not lengthened. Consequently, when communicating, keep your audience and the venue in mind, ensuring your messaging is clear, concise, to the point, and quickly discerned.
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by Fred Stuvek Jr. | Mar 26, 2019
1. Communication – A leader must be proficient in all facets of communication. An effective leader must be able to articulate their vision in a clear manner so that everyone understands the strategy and their role. A leader should be approachable and able to directly approach others, facilitating two-way communication and feedback.
2. Inspiration – The leader sets the tone and provides inspiration and motivation. They lead by example and do not see themselves subject to a different set of rules than others. Their strong belief, passion, and ability to articulate their vision directly affects those around them, instilling belief and confidence in the mission.
3. Integrity – A leader’s character is beyond reproach, characterized by conduct that is ethical, respectful, and honest at all times. There is a high degree of transparency. Leaders do not stray from their value system when faced with adversity or when convenient. When mistakes are made, emphasis is on finding solutions, not casting blame.
4. Team Development – A leader understands that it is teams working together with a common goal that determines success. The leader must assemble the right people, taking into account strengths and weaknesses, ensuring a proper mix of that all-important quality of effective teams – chemistry. The leader delegates and empowers the team, providing direction when problems occur, assisting in prioritization and planning, and is decisive with a sound decision making process.
5. Adaptability – A leader must be able to adapt to changing or unforeseen circumstances and handle the ambiguity, uncertainty, and conflict in a graceful and self-assured manner. Effective leaders must be able to vary their management style, depending upon the circumstances and personnel involved, as there is no “one-size-fits-all” or one best leadership style across the spectrum.
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by Fred Stuvek Jr. | Mar 19, 2019
1. Mismatch – Prior to stepping into a leadership role, both the organization and the individual should conduct a candid assessment as to the individual’s capacity for leadership.
2. Confusing Positional Authority with Personal Authority – Someone who relies on position or title to wield influence and give orders but lacks the necessary leadership traits will lose respect of the team, and performance will suffer.
3. Improper Delegation – A good balance needs to be struck to avoid micro-managing, while at the same time not being too hands off.
4. Not Listening – A leader needs to be accessible, with open channels of communication. A leader should spend more time listening than speaking.
5. Lack of Definition – The leader should make it clear what the goals are and what success looks like.
6. Lack of Development – An effective leader is focused not only on the mission but also on people. The leader makes it a priority to improve the skill sets and competency of the team by providing coaching and guidance.
7. Not Being Proactive – Planning ahead and anticipating versus waiting and reacting will result in less disruption and turmoil.
8. Avoiding Conflict – Avoidance is not a good strategy, since typically issues being avoided don’t go away. They fester and resurface later, often resulting in a minor issue becoming a major problem.
9. Confusing Friendship with Business – A leader should strike the right balance. If the pendulum swings too much in one direction, it could jeopardize the objectivity of the leader when faced with tough decisions.
10. Not Setting an Example – Leadership is by example. A leader is not held to a different standard, but to a higher standard, not living by one set of rules while expecting others to abide by a different set.
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by Steven E. Mays | Mar 12, 2019
Leadership is not defined by personality or style. It is defined by actions. It is defined by what leaders DO! What leaders DO causes others to willingly follow their direction to accomplish a goal. Nevertheless, many leadership texts deal primarily with personality and style.
If leadership is defined by style, then how did so many great leaders arise with so many different personalities and styles? Was General Patton similar in style and personality to Gandhi? Did Winston Churchill and Dr. Martin Luther King share those traits? Was Nelson Mandela a lot like General MacArthur? Obviously not. So, what is it about leaders that make others want to follow them?
To answer that question, it is necessary to look beyond personality and style to see what it is that all these leaders DO. After a career in military, civilian, and government service I wondered what it was that the leaders I respected and admired did that “leaders” I wanted avoid at all costs didn’t do. When I finally looked at things the good leaders did and bad leaders did not do, I composed the Power of 3 Leadership Paradigm to help others who want a career of leadership to be more successful and have a tool to assist them through the challenges they would inevitably face. Below is a pictorial representation of that concept.
There are three areas a leader must master to become effective. These are the foundation, challenges, and achievement. Each is important and each depends on the strength of the previous one to assure success in the subsequent areas as one moves up the paradigm from bottom to top.
Foundation
Anything being built requires a foundation. This is equally true with a leadership career as a building. All the great buildings you know have a strong foundation and all the leaders you admire and respect have one too. The Power of 3 Leadership foundation is composed of three parts – honesty, courage, and talent. Without them, catastrophic failure is assured.
Honesty is the ability to see the world and your situation in that world THE WAY THAT IT IS. Not the way you WANT it be, not the way you think it SHOULD be, not the way that you think it COULD be if things were different. The way that it is. Scott Peck in his book “The Road Less Traveled” describe a map that every person has that represents how they see the world and their place in it. A leader must nurture their map and share it with others in order that they may learn from the leader’s map and the leader can learn from their maps. You must know where you are before you can figure out how to get to where you want to be.
Courage consists of three things – the ability to overcome fear, acting to benefit others, and the willingness to do so without regard to the cost to oneself. Everyone can think in terms of a soldier diving on a grenade in combat to preserve the lives of comrades. However, courage is shown in many ways without the necessity for forfeiting a life. All it takes is for a leader to practice it, observe it in others, and praise it in public to activate this powerful foundational tool in themselves and others.
Talent is a self-evident requirement. Every great leader started out being good at something whether that was playing a sport, running a business operation, creating a political movement, or some other field of endeavor. Talent is composed of three things – knowledge, skill, and perseverance. People forget that Michael Jordan didn’t make the varsity basketball team as a freshman despite his knowledge and skill. He never let the lack of perseverance limit him again.
Of these, three talent is the least important. If you examine failures in leadership in your own experience or others, you will seldom find a case where lack of talent is the primary cause. It should not be surprising given that we focus so much energy on talent development in formal education and training, but comparatively little on honesty and courage.
Challenges
There are three types of challenges every leader must deal with. These are unmet expectations, ethical conflicts, and despair. Each involves creating an environment where these challenges can be overcome for the team to move forward to the next level – achievement.
Unmet expectations are the most common problem leaders face. However, it is relatively simple problem with which to deal. When an expectation is missed, there are only three possible reasons – someone didn’t know WHAT to do, someone didn’t know HOW to do it, or someone didn’t WANNA do it. The trick is to realize that the leader is responsible for WHAT and HOW, the follower is responsible for WANNA. Unless the leader fixes any issues with WHAT or HOW, it is unlikely that the expectation will be met. The resources, material, training, practice, and time allowed must align for the follower to be able to accomplish the HOW part. If they are not, it is up to the leader to fix it or change the expectation to match the circumstances that exist (see honesty discussion earlier).
Ethical conflicts arise from a requirement to do something that clashes with the fundamental ethical core of a follower. The degree of the conflict will depend on the nature of the clash. When ethical issues arise, everyone suffers and bears the scars of the occasion regardless of the outcome. There are three potential ways to deal with these conflicts and each has a down side. The means of dealing with conflict are – fix it, accept it, or leave it. It is up to the leader and each individual to decide which path they can attempt/tolerate. The serenity prayer comes into play in these cases. “God grant me the courage to change the things I can, the serenity to accept the things I cannot change, and the wisdom to know the difference.”
One other option exists. Don’t fix it, don’t accept it, and don’t leave it. Just stick around and bitch about it. Everyone knows a person like this in their jobs at some point. They are a cancer to the organization and a cancer to themselves. The only viable option for cancer is excision.
The last challenge for leaders is to DRIVE DESPAIR OUT. Despair is the opposite of love. The opposite of love is not hate, it is despair. Love is a deeply felt emotion that compels action toward others for their benefit. Despair is a deeply felt emotion that PREVENTS action toward others. It is the shutdown button on your soul. You cannot lead in despair and your followers cannot follow when they are in despair. The leader must drive despair out of themselves as well as their followers to succeed.
Achievement
Once the foundation is strong and the challenges met, the leader gets the chance to achieve. There are three things the leader must do to achieve. These are included in the acronym AID. A is for assist. I is for inspire. D is for depend.
The primary job of a leader is to assist others to succeed. If the leader could do everything themselves, there would be no need to assist. But leaders exist specifically because they CANNOT do it all. Assisting others is the path to magnifying the impact of the leader’s competence so others can achieve more than the leader alone.
Leaders must inspire their followers. This takes two forms – aspirational and confirmational inspirations. Aspirational inspiration derives from followers understanding how important the overall goal is and how important their success is to attain that goal. Conformational inspiration comes from recognition of success along the way to the overall goal. Leaders must not wait to the end to recognize the successes along the way.
Depending on others is a natural consequence of having followers. If the leader could do everything, there would be no need for followers. However, it is human nature not to accept blame for failure and it is human nature to like acclaim for successes. The leader gets both whether the leader is directly responsible for the outcome or not. This is a harsh truth that leaders must accept. The exceptional leader only accepts credit on behalf of the team that achieved the goal. Also, the exceptional leader accepts the blame for failure and resolves to fix the failure and perform better in the future without blaming the followers.
Many thanks to Steven E. Mays as guest author of today’s blog post:
Steven E. Mays
SEM Consulting, LLC
Website: powerof3leadership.com
Email: semcon@comcast.net
Amazon: http://ow.ly/wDQb30nJVll
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