As Leaders, We are Called to Serve

 Why servant leadership is vital to leading effectively

I often here people share how they want to do more charity work and wish they had more time to do outside of work.  The reality is we DO have the opportunity to do service work with our colleagues every day.   

You may have heard the team a servant leader. The idea of servant leadership is that the typical hierarchy where employees are supposed to serve their leaders is turned upside down. Instead, leaders serve their people.  The word ‘servant’ has traditionally been depicted as a lowly, negative position, yet as Meriam-Webster dictionary defines it, it is a person who is devoted to or guided by something.

What employee would not want to work for a leader that is devoted to helping them and the company?  I believe that truly is the difference between a leader and a boss.
In his book, The Culture Engine, organizational consultant S. Chris Edmonds says that servant leadership is the foundation for leading others effectively.

According to Edmonds, “servant leadership is a person’s dedication to helping others be their best selves at home, work, and in their community. Anyone can serve–and lead–from any position or role in a family, workplace, or community.”   Culture drives everything that happens in an organization and team day to day – having a leader with the mindset and action that serves others, the company, customers, etc. promotes a great culture that drives performance, helping to attract and retain talent.

All servant leaders share two fundamental beliefs about the people they lead, and engage in five practices that put these beliefs into action.

Servant leaders believe that…

  • Every person has value and deserves civility, trust, and respect
  • People can accomplish much when inspired by a purpose beyond themselves.

According to Edmonds, the five practices of servant leaders include…

  1. Clarify and reinforce the need for service to others Servant leaders educate the members of their team through their words and actions, and they encourage their people to set aside self-serving behaviors in favor of serving others.
  2. Listen intently and observe closely – Servant leaders really listen to people, and they actively solicit their participation, their ideas, and their feedback. In time, they get to know the perspective of each one of their employees, and they tailor their leadership approach accordingly.
  3. Act as selfless mentors – Servant leaders know that by helping to guide the people who work for them, they will help their employees learn vital skills that will both improve their performance, and improve them as people.
  4. Demonstrate persistence – Servant leaders realize that one or two conversations may not have the desired change in an employee’s assumptions or mindset. So they are tenacious and invest whatever time it takes to educate and inspire servant leadership practices in the members of their team.
  5. Respectfully hold themselves and others accountable for their commitments Servant leaders know that no one is perfect, and everyone makes mistakes–including themselves. With that in mind, they push for high standards of performance, service quality, and alignment of values throughout the team, and they hold themselves and their people accountable for their performance.

At Aha! Leadership, we are proud to serve you… our clients, colleagues and friends.    We are thankful for the opportunity to do so!

Source: “The Culture Engine” by S. Chris Edmonds

Leadership Aha! – The Power of Networking, It’s Easier Than You Think

You’ve no doubt heard it a million times: Career advancement is as much about who you know as what you know—and that’s exactly why being a powerful networker is so important.

And mastering this crucial skill requires more than just schmoozing over cheese platters and exchanging business cards. There’s actually an art to it. True networking in its purest form, it’s about people enjoying other people, communicating passions and connecting with others who share those passions.

It’s about listening, figuring out what others need and connecting them with people you think can help, without any designs for personal gain. The most successful networkers build genuine relationships and give more than they receive.

They go beyond thinking, “What’s in it for me?” to ask “How can I help?”   This is applies to both formal networking events as well as in our one-on-one conversation with another person.

So you have the desire to network?  Below are ways to network successfully and have fun doing it.

  1. Start networking before you need it. Networking when you have no ulterior motive, you can begin to build relationships and a reputation for being generous rather than self-serving.
  2. Have a plan – of who you are. Since every person has value, it’s essential that you know what yours is. Get clear on what talents, strengths, skill sets and connections you can bring to the table.  Map out what you want to talk about, particularly how you may be able to help other people, either now or in the future.
  3. Have a plan – Schedule time.  Aside from formal networking events, think about who you would like to reach out weekly, monthly, etc. and make a plan to do it.  Set time for lunch or send an article that is relevant to something they are interested in – show interest.
  4. Deepen Your Network Pool.  Birds of a feather flock together – the more similar someone is to you, the more comfortable it feels to connect.   We tend to hang out with people like ourselves—the same gender, ethnicity and academic background, etc., yet diversity is key to growing a strong personal network. So seek relationships with totally different people who can introduce you to brand-new social clusters.
  5. Never dismiss anyone as unimportant.  Make it your mission to discover the value in each person you talk to. Ask questions and listen with interest. Don’t make the mistake of discounting people due to their titles – they may have valuable connections or knowledge you’d never learn about if you’d dismissed them. Then, when the conversation ends, remember what that person has to offer.  This will help you in the next bullet.
  6. Forget your personal agenda and connect the dots.  While you may be tempted to network just to land a job or talk to people you normally wouldn’t have access to, that’s a mistake. Instead, make it your goal to be open, friendly and honest, and to forge connections between people who may be able to help each other. Generosity is an attractive quality and it’s something special that people will remember about you.
  7. Figure out how you can be useful. Before any conversation ends, be sure to ask, “How can I help you?” Because it’s done so rarely, you may encounter a surprised look, but it will most likely be accompanied by an appreciative smile.   People will remember you as helpful and in turn may be more apt to help you in the future.
  8. Follow up and follow through. If you told someone you’d get in touch with them, do it and reaffirm your intent to assist in any way you can. It takes no more than a minute to shoot off an email to introduce two people you want to connect. They can take it from there and do the work — just enjoy being the bridge. Little things like that mean a lot to people.
  9. Believe in the power of networking.  When you believe that the true value of networking lies in helping others and you do your part, you’ll soon discover magic happening all around you. The beauty of this approach is that you never know when that magic may cast its spell on you.

 

What are those areas you would like to expand or learn more about?  Are there events you could attend?  Or someone new to have lunch with?  The more you do it, the easier (and more enjoyable) it becomes.

 

 

Excerpts from Secrets from Power Networking Pros, Forbes 2014

 

Stop, Keep Doing, Start

 

Simple Questions for Improving Performance

Feedback is essential for our professional growth: it helps us identify and build the skills we need for success. But asking for feedback can be daunting, particularly when we fear that it might not be wholly positive. “Stop – Keep Doing – Start” helps us ask for focused, action-based feedback.  The questions are simple:

  • What should I stop doing?
  • What should I keep doing?
  • What should I start doing?

These questions are affirming, action-focused and quick.

  • Affirming – The questions push others to think of specific things that you do well, as well as encouraging them to say what you could do better.
  • Action-focused – The comments made give you a practical insight into the impact of your behavior on others, and explain precisely what you need to do to improve.
  • Quick – In many cases, they allow people to give good-quality feedback in just a few minutes.

Stop – Keep Doing – Start can be used in requesting help and feedback from others as well as giving feedback to others.

Also, this works best when the questions are asked verbally: It’s not intended to replace more formal feedback processes, such as performance reviews.

How to Use

What Should I STOP Doing?

  • Look closely at the behavior that you’ve been asked to stop doing. Do you understand the feedback, and why it’s important to the person who gave it? If not, ask for clarification.
  • What opportunities will changing your behavior create, and how will this change improve your working life? Think about the positive impact that change could bring.
  • It can be upsetting to learn that you’re doing something that your boss or your peers want you to stop. However, remember that they will hopefully be looking at this from a business perspective, and not making a personal criticism.
  • Try to manage your feelings, and focus on the value in what they’re saying.

What Should I KEEP Doing?

  • These are the actions and behaviors that your colleagues appreciate. To understand how you could incorporate these tasks more fully into your role, think about the following questions:
  • Do any of these suggestions surprise you? If so, why?
  • Do any of these behaviors resonate with you emotionally? For example, do you experience a state of flow when you’re engaged in them?
  • What specific skills are you developing as a result these actions? Are you using strengths that you didn’t realize you had? If so, how could you apply these strengths to other projects?

What Should I START Doing?

  • The feedback that you receive with this last question points to gaps in your current performance. These suggestions can help you look at issues that you might not have addressed until now.
  • Look carefully at the things that your colleagues think you should start doing. What advantages will they provide to you and to others?
  • Do any of these tasks, projects, or behaviors make you feel anxious or afraid? If so, have you avoided these things because of a fear of failure or some other blindspot?
  • Think carefully about why you haven’t addressed these things in the past, and what you can do to overcome your reluctance to start them.
  • Do any of these new activities require skills or information that you don’t have? If so, create a plan for gaining the skills you need to succeed.
  • If, after reflection, you still don’t understand why starting something new is important, ask for clarification from the person who gave you the feedback. You may also benefit from some coaching on the subject.

Learning what others think of our performance can be a little scary as we are just not sure what to expect – It is our reaction to it the feedback that makes all the difference.  Will you embrace it?   Your response to this question can mean the difference between good performance and great performance!

 

 

Source:  Mindtools

 

 

 

 

How to Build Rapport

Why is building rapport vital in leadership?

As John C. Maxwell once said, people don’t care how much you know until they know how much you care.”

Rapport is defined as a close and harmonious relationship in which the people understand each other’s feelings or ideas and communicate well with each other (Websters). Building rapport and engaging people takes practice and much of it is based on intuition.  Below are some tips:

  1. Make a memorable impression.  Dress appropriately for the occasion, smile, make eye contact and show enthusiasm for what you doing – when you enjoy what you do, it shows.
  2. Be genuine.  “Be yourself, everyone else is already taken”- Oscar Wilde.  You are unique with special gifts and talents – use them. not try to mimic something you are not.
  3. Show interest in hearing what others are thinking.  Ask questions.  Don’t think of a reply while the other person is talking; it limits hearing what is being said.  Be people-focused, not self-focused.
  4. Find common ground.  Use open-ended questions to discover sincere, common experiences or ways to connect based on similar interests.
  5. It’s all in the name!  Remember the other person’s name and use it in the conversation.  It’s a powerful word to the other person.
  6. Consider asking for help with a simple, non-invasive request.  People feel naturally connected to those that ask for help.
  7. Give genuine compliments.  This can go a long way towards building rapport and people appreciate it.
  8. Mirror body language.  Subtly mimicking same posture and body movements, gestures, and facial expressions helps build rapport by appearing in agreement or in support with the other person.
  9. Lose the ego.  Avoid correcting people or saying anything that could be interpreted as one-upmanship.
  10. Consider small gifts.  When people are offered something whether a physical token or with time and support, they often feel the desire to help you in return , or are more receptive to what you have to say.
  11. Have a positive attitude – this helps ensure the other person walks away feeling better for having talked with you.

How are you going to practice building rapport today?  Practice, practice, practice … makes perfect.

Got Email?

How many hours do you spend communicating by email every day? Most of us would answer, “Too many!”  People spend 28% of their working week reading and replying to emails  (study by McKinsey® & Company). Yet, despite the risk of becoming overloaded  with messages, it remains one of the most powerful and efficient communication tools.

Using email is a quick and easy way to stay connected; however, it can be very easy to send ineffective emails, create the wrong impression, or even damage your reputation with sloppy practices.  Below are 10 common mistakes people  make when sending email, and outlined steps you can do to avoid them.

 

Mistake 1: Using the Wrong Tone

You might be tempted to send emails quickly when you’re in a rush, without thinking carefully about your audience, what you’re saying, or how your message might come across. So, it’s important to consider who you’re “talking” to and what action you want them to take, before you start writing.

A good rule to follow is to address people in an email as you would in person. For example, making a quick request or providing instructions without a “hello” or “thank you” will likely come across as rude, regardless of how busy you are. So, make sure that all of your emails are courteous and respectful, and avoid typing in capitals, which implies anger or aggression.

 

Mistake 2: Hitting “Reply All”

How often have you been copied into an email exchange that’s not relevant to you, and doesn’t require you to take any action? Chances are, it happens regularly, and you know how frustrating it can be.

“Reply all” is a useful tool for keeping multiple team members in the loop but it can be distracting and time consuming; and becoming known as the person who always hits “reply all” can potentially damage your reputation , as it can appear thoughtless, rushed and unprofessional. It might also suggest that you’re not confident making decisions without input from senior managers.

So, consider whether you should “reply all” or respond only to the email’s sender. And, think about whether using “cc” (carbon copy) to  include selected team members is more appropriate, and outline why you copied others and what is expected of them.

 

Mistake 3: Writing Too Much

Brief and succinct emails that contain only the important details are much more effective than long or wordy ones.If you’re struggling to keep your message short, consider whether the subject matter is too complex. Would another way of communicating it be more effective? Would a face-to-face meeting or telephone call make it clearer? Should you put your information in a procedure document instead?

 

Mistake 4: Forgetting Something?

How many times have you sent an email without attaching the relevant document? Perhaps you included a link that didn’t work? Or even attached the wrong file? Consider attaching files as soon as your start drafting your message, and always check all of your links carefully.

 

Mistake 5: Emailing the Wrong Person

Today, email providers increasingly use “auto-fill,” predictive text and “threads” (or “conversation view”), which can all increase the risk of you sending your message to the wrong person.  So, always pause to review your email before you send it. When you reply to or forward an email within a thread, make sure that all the messages contained within it are appropriate for the recipient. Is there any sensitive information? Are there any personal comments or remarks?

 

Mistake 6: Being Too Emotional

One of the main benefits of email is that you don’t need to respond immediately. Delay your response when you’re stressed, angry or upset. These emails could damage your working relationships, or even be used as evidence against you. Wait until you’ve calmed down and can think clearly and rationally.

 

Mistake 7: Not Using “Delay Send”

It can be satisfying to send an email as soon as you finish writing it, so that it’s “off your desk.” However, many email clients now provide a “delay” or “scheduled send” function, which can be particularly useful.

For example, imagine that you’re catching up on your emails late at night or during the weekend. What sort of impression will this give clients and stakeholders? How will they view your time management? Will team members feel that they should take action out of working hours?  Alternatively, imagine that you’re working on a project, and you want to provide your team members with information at a specific point. Scheduling an email to arrive at a certain time is a good way to do this, and it can help you manage your time and organize your workload.

 

Mistake 8: Using Vague Subject Lines

As we’ve said, email is most effective when your message is concise and to the point (but not abrupt). So, it’s important to start with a clear subject line, so that people know what to expect when they open it.  What is your email about? Is there an important deadline date? Do you want people to take action before a certain time? Is it urgent or non-urgent? Tailor your subject line accordingly, so your recipient can give the email the right level of priority and attention.

 

Mistake 9: Not Reviewing

Proofing your emails is one of the most important things you can do. It only takes a few minutes, and it helps you to pick up poor grammar, spelling mistakes and punctuation errors, which look unprofessional and sloppy

Finally, don’t add the recipient to your email until the last moment. This ensures that you can’t accidentally send your message before you’ve finished writing it, have added your attachment, checked the email, and spotted any errors.

 

Mistake 10: Sending Unnecessary Emails

Because email is so quick and convenient, it can easily become your default communication method with your team. However, it’s important to remember that email is also impersonal, and you risk losing touch with people if you rely on it too much. It’s certainly not a substitute for face-to-face or even phone communication.

 

Key Points

Email can be a quick, efficient and effective way of communicating if it’s used properly. However, think carefully about how you use it, and how reliant you are upon it.

  • Get into the habit of reviewing and re-reading your emails before you send them – you may be surprised by what you pick up.
  • Think carefully about how you use “reply all,” cc and bcc.
  • Take time to consider whether you are spending too much time communicating by email. Do you rely on it too much when managing your team?

Source: Mindtools.com

 

4 Reasons 1-on-1’s Get Results

There are several key behavioral habits that make a significant difference in your leadership effectiveness. One habit is to have regularly scheduled 1-on-1 meetings with your direct reports.

Managers consistently say, “But I talk to my staff all the time, why do I need a separate meeting?” In the course of a day or week you talk with your staff about the tasks they are working on – answering questions, resolving problems, providing direction, dealing with immediate issues – but you both need something more – You need time to have a dialogue!

Four reasons why you should have 1-on-1 meetings with your employees…

 

#1 – Creates Routine

1-on-1 meetings give you the opportunity to better manage the work and develop staff. You can create a routine to discussing work progress – discuss updates, obstacles, next steps and what the employee is learning. Rather than having these conversations “on the fly,” managing work through regularly scheduled conversations increases efficiency, productivity, accountability and development.

 

#2 – Builds Relationship

1-on-1 meetings build relationships. To lead well you need solid relationships. You need to understand the uniqueness and individual needs of each of your staff members. What do they like/dislike working on? What’s important to them – at work and outside of work? What interests them? Creating opportunities to talk with staff beyond the immediate tasks at hand is a critical part of leadership. An effective leader talks with staff members about broader topics and use this “data” as they focus on motivating and developing each person – Gaining insights into each person’s perspective on their work, the work environment and their personal drivers can be invaluable in leading and retaining staff.

 

#3 – Opportunities to Speak Privately

1-on-1 meetings provide routine access to you. While you think your employees talk with you “all of the time” – chances are they have more to say. Without a regularly planned time to speak privately, it is likely that team members have things they’d like to share but can’t find the “right opportunity.” With routine 1-on-1 meetings, and a solidly built relationship, as you ask staff, “what else would you like to discuss” or “what else is on your mind,” you are much more likely to hear their ideas, their concerns and their get their feedback.

 

Many managers are surprised when an employee suddenly gives their notice. If the manager had been “paying attention” and having more regular conversations, the likelihood of knowing an employee’s level of satisfaction and being able to address concerns or provide development opportunities increases significantly.

 

#4 – More Efficient

“But I don’t have time.” Think about how you invest your time. Just imagine that your staff are working in the right direction, managing their work well, motivated, satisfied – that you have a solid relationship in which each person – confident that if they have an issue they will bring it to you, knowing you will regularly hear updates and discuss progress. Think about this happening routinely, rather than spontaneously with interruptions throughout each day. Sounds more efficient? Good planning and structure in having these meetings can actually save you time and increase your own productivity.

 

How To Organize a 1-on-1 Meeting

How often should I have these meetings? It depends….on the needs of the position, the work and the person. Some jobs require more regular contact due to the pace of the work, or an employee who needs more frequent guidance, or is new to the position and needing development. You may find these situations benefit from a weekly conversation. More senior staff, and those with whom you have more established relationships can be less frequent. You and the employee should decide the frequency that works – knowing that it may change over time.

Your agenda should include discussion around:

  • Current projects – status/progress
  • Follow-up items
  • What were your successes since we last met? Challenges?
  • What can I help you with?
  • Other discussion categories should be added based on your industry and position focus.

It may surprise you, but it is OK to ask any of these questions. Studies have shown that employees want leaders who care. It may feel awkward at first, but engaging in different conversations – routinely – will increase your success as a leader.

Go ahead start implementing this successful habit. Make changes as you need to. I am sure that after a few months having 1on1s, you will see the advantages.

Do you already run regular 1-on-1 meetings? If so I would love to hear your success stories – aha@ahaleadership.com