Take Me to Your Leader

Here is an interesting question:

Who are the leaders in your workplace? By that I mean, who do people seem to rally around and point to when they are looking for direction on how to feel about something? Who do people talk to most often when a change in their environment occurs? It is a very great chance that it is not the boss. In fact, I have never worked anywhere where it was. It is always the charismatic/alpha personality types. Wouldn't you agree?

This leader in your workplace has a lot of power to control the organization and I am willing to bet most Sr. Execs are not even paying any attention. After all, they really don't have any leadership titles usually. Just the Average Joe or Joan at the job, right? Not so fast. The AJ's of the world do a lot to set the tone in the workplace. In fact, they can pretty well convey to others how to behave in a situation, how to respond to a situation and how to feel about a situation without even realizing it. What is even more eye-opening, I submit is this. Who the real leader is equals what the team that comes around them is like. If your real leader is negative and mercurial yet your whole team is flocking around them like the Dali Llama whenever they speak out, you have a real problem in your work culture, not just a problem person to be dealt with. The fact of the matter is, when the real leader is reprimanded and conveys his or her victimization to the followers, the followers too feel victimized because they are emotionally attached to the leader.

It isn't all bad. When real leaders realize they are real leaders they need to ask themselves this. What attitudes and believes am I projecting on the team. How can I best serve them? What things about me need to change in order to better the team. It is critical to the success of your organization. Happy real leaders, make happy teams, make better work production, make quality increase, make bigger sales, make loyal customers.

I was at a mediocre training session last night and I left a little dissappointed thinking I hadn't learned much. As I write I realize I was quite mistaken.

Here is what I suggest:

Managers Et Al; quietly study who the real leaders are in your organization. Really figure it out. Identify them. Chances are they like their position so the next step should be easy. Find a coaching program that trains and works with High Potentials. Unless my name is Uncle Sam, in a year you should see very dramatic change in your organization. By forgetting about great managerial training as a quick fix for business problems and focus on who the real leaders are and training them up to be better influencers.

If you would like some referrals to start with:

Jean DiGiovanna -ThinkPeople
Ina Jubert -Wisdom Happens
Bill Joiner -ChangeWise

Dispelling the Bitch Myth

I subscribe to a lot of sites for research purposes and to gather information. I am one of those women who likes to think I have my finger on the pulse of everything. In particular, I like to hear information from other business people as I am always seeking to perfect my skills and gain insight into how others succeed.

Last week I got a newsletter on one of my site subscriptions featuring a blog article entitled My Grandmother Was Right. Catchy title. Right about what? My curiousity of course got the best of me and I went in to investigate.

I was dumbstruck to read a blog telling her readers that Granny told her she had to make a decision. Either be liked by others or be a bitch and succeed. She goes on to write that she was recently reprimanded for her inappropriate behavior and her aggressiveness toward her employees while she was working on a project. The project got done, she didn't bother to tell us if it was done successfully or not because she was too busy spouting off about how she wouldn't have been able to complete her project without acting the way she did toward her project mates.

I have to say, without any shadow of doubt in my mind....SHE IS 100% WRONG! What was more shocking is that others chimed in on the comments with "right on sister" and other affirmative comments.

I have 10 years of experience in business. I have learned a lot in those ten years and I have made a lot of mistakes. I was one of those women who went on slaying my coworkers with sharp comments, exploding all over people when it "didn't get done right" AKA the way I would have done it, and criticizing others in an effort to get the job done. I might have completed what I set out to do in all those instances but I made quite a few adversaries and alienated a lot of people who could have helped me succeed. That kind of behavior does damage and leaves scars.

I read a book that changed my life Winning with People by John Maxwell. It was a real eyeopener and it helped me understand why I acted the way I did and what I could do about it.
I highly encourage you to read it. One principle Maxwell brings up is the Lens Principle -how I view myself is how I view others. If I see myself negatively then I will see others the same way. If I don't trust my judgement then I won't trust yours. Next, The Hammer Principle -don't swat a fly off your neighbor's head with a hammer. I was a hammer! I rode people into the ground trying to make a point. Do you know what happens when you hammer someone with your opinions and directives? They become very reluctant to approach you. Lastly, The Pain Principle -Hurting people hurt people and are easily hurt by them. There are many other good takeaways in this book. If you work with people, are in a relationship with people, live with people, have family members, this book is for you.

What did I learn from those 3 principles? I viewed others negatively so I felt like I had to force them to do what I wanted. I wanted them to "get it" so I hammered them with my points and directions. Because I had work to do on myself I wielded my emotions on people when I felt threatened. What a recipe for disaster!

Since then, I have learned about me and learned to be with others. I build them up as best I know how. I empower them to think and lend their input and knowledge in how to do things better. I encourage them to participate. When someone has a different view, I think on it and then respond. I compliment people. When someone does a job well, I tell them publically. When someone needs corrective guidance I take them aside privately. I allow others to air concerns. I seek to esteem members on my team, members of other teams who work with me and the two women who assist me in work, daily. If I make a mistake in any of these areas I take them aside and make my amends. I don't allow things to fester. I hold myself accountable without exception.

How has this worked? Splendidly! People come to me, seek my guidance, bring things to my attention and replicate my behavior to others. This kind of relationship building builds great leaders and teams. People want to be lead by someone who makes them feel good, important and needed. I never have to hound anyone to do anything for me. They do it willingly and cheerfully.

What kind of leader do you want to be? The "go to" girl or the one that people would like to see less of. Do you want team mates who come by your desk to say "good morning" or team mates who hope you aren't around.

The choice is yours. I have been on both sides, I'll take the latter any day of the week. Good leaders get promotions and great opportunities. Bitches seeth over watching good leaders pass by them in the ladder of success.

Feeling cranky lately? Try this exercise. Find 3 people to sincerely compliment everyday for the next week. On day 3 email me tell me if it worked. It hasn't failed to make me feel so much better on day 1!