When thinking about leading and influencing your followers, consider these four levels:
Transformation: This highest level integrates personal values and principles with others' commitments. Leaders aspire to this approach and followers are inspired by it.
Transference: This next level connects people with their experiences and expectations based on the leader's traits and style. The "paternal" style in hierarchial organizations is that of a distant, protective leader. The "maternal" style is that of a nurturing parent who develops character through lessons and boundaries. The "sibling" style in flat organizations is that of social and professional peers influencing one another. Leaders of both genders can apply any of the three styles of transference. (Michael Maccoby: "Why People Follow the Leader: the Power of Transference," 2004)
Transaction: The second lowest level of influence simply facilitates an action in the easiest way possible or by eliminating objections. This can be a powerful sales technique.
Compliance: This lowest level of influence focuses on laws, policies, procedures, and their consequences should they not be heeded. There is a reason why organizations have Compliance Officers! Nonetheless, there can be a void of caring or connecting--the focus is on doing what must be done, or else!
During your next meeting, decide which action items need which level of influence. Then align your leadership approach with the best choice for the situation and for your reputation.
Showing posts with label character. Show all posts
Showing posts with label character. Show all posts
Tuesday, January 21, 2014
Thursday, June 4, 2009
Personal Connections
Recently, a business associate asked me what universals exist for leading diverse personalities. My colleague mentioned how so many professional training programs incorporate "personality profiles" into the mix for professional skills. We have also read in business literature for more than a decade now about talent retention and management, human capital, social networking, social intelligence, and emotional intelligence. These terms refer to making and maintaining personal connections to ensure the health of our leaders, employees, and organizations.
Psychologists define "personality traits" as those preferred or typical behavior and thinking patterns an individual is most likely to demonstrate. Options for profiles include Myers-Briggs, DiSC, Interact, Strengthfinder, Gregorc's Type Delineator, SELF--among others. Without referring to a profile, however, can we identify some safe, simple, and effective guidelines for interacting with the diversity of people in the workplace?
In answer to this question, consider four competencies integral to creating personal connections: communication, negotiation, management, and teamwork. Leaders and coworkers can increase their human awareness, regardless of specific personality traits and profiles. But, beware: connecting with one another means risking vulerability, so only the courageous need continue reading.
Let's briefly consider communication first. Our communication skills and strategies are foundational to our success. We all want others to talk with us, to be direct with us, and to value our input. Three behaviors we appreciate from our leaders and coworkers are (1) listening without interrupting, (2) asking permission regarding our time and space, and (3) expressing empathy for our emotional and physical well-being.
Second, negotiation skills create a respectful work atmosphere. These skills are extensions of basic communication skills. We all appreciate it when leaders and coworkers are committed to finding commonalities and similarities, honoring fairness through consistent and dignified treatment, and giving forgiveness in the face of unintentional frailty (weakness), flaw (deficiency), or fault (error).
Third, management skills provide a necessary framework in which leaders and coworkers can offer encouragement, accept responsibility, and nurture accountability. When leaders and coworkers are convinced of one another's competence, even when our personal confidence waivers, we can rise to the task at hand. Performance and productivity improve when we have the support and resources from others around us.
Finally, teamwork evolves through sharing credit, showing recognition, and developing trust. Team leaders and team members bond over time and through stressful conditions by carrying the load, jumping the hurdles, and earning the trophies together. If not with all, then always for all of the team!
We hunger for personal connection within the automated and technical workplace. Being treated as a valued and valuable person within the organization, or doing business with the organization, encourages each of us to be a loyal employee, customer, or partner. Begin today to connect with the people around you where you work. It is worth the time and effort!
Psychologists define "personality traits" as those preferred or typical behavior and thinking patterns an individual is most likely to demonstrate. Options for profiles include Myers-Briggs, DiSC, Interact, Strengthfinder, Gregorc's Type Delineator, SELF--among others. Without referring to a profile, however, can we identify some safe, simple, and effective guidelines for interacting with the diversity of people in the workplace?
In answer to this question, consider four competencies integral to creating personal connections: communication, negotiation, management, and teamwork. Leaders and coworkers can increase their human awareness, regardless of specific personality traits and profiles. But, beware: connecting with one another means risking vulerability, so only the courageous need continue reading.
Let's briefly consider communication first. Our communication skills and strategies are foundational to our success. We all want others to talk with us, to be direct with us, and to value our input. Three behaviors we appreciate from our leaders and coworkers are (1) listening without interrupting, (2) asking permission regarding our time and space, and (3) expressing empathy for our emotional and physical well-being.
Second, negotiation skills create a respectful work atmosphere. These skills are extensions of basic communication skills. We all appreciate it when leaders and coworkers are committed to finding commonalities and similarities, honoring fairness through consistent and dignified treatment, and giving forgiveness in the face of unintentional frailty (weakness), flaw (deficiency), or fault (error).
Third, management skills provide a necessary framework in which leaders and coworkers can offer encouragement, accept responsibility, and nurture accountability. When leaders and coworkers are convinced of one another's competence, even when our personal confidence waivers, we can rise to the task at hand. Performance and productivity improve when we have the support and resources from others around us.
Finally, teamwork evolves through sharing credit, showing recognition, and developing trust. Team leaders and team members bond over time and through stressful conditions by carrying the load, jumping the hurdles, and earning the trophies together. If not with all, then always for all of the team!
We hunger for personal connection within the automated and technical workplace. Being treated as a valued and valuable person within the organization, or doing business with the organization, encourages each of us to be a loyal employee, customer, or partner. Begin today to connect with the people around you where you work. It is worth the time and effort!
Tuesday, March 10, 2009
Saying "I'm Sorry"
Corporate attorneys get nervous when managers or other agents offer apologies to internal or external customers. For good reason: an apology suggests guilt and a confession can cost a company a lot of dollars in a lawsuit settlement. Nonetheless, leaders make apologies!
Consider the Tylenol company that apologized to the nation when a crazy person altered products with death-producing results. The company was not responsible for the deaths, yet took full responsibility for the opportunity their products created. Tylenol recalled all of their products from America's shelves--a multimillion-dollar decision. Tylenol officials followed all the steps for an effective apology. Ultimately, hamper-proof caps and labels came out of the misfortunate situation, and American consumers had increasing respect for one company's board of directors. Their apology was "the right thing to do."
Also, consider Bill Clinton's apology to the nation for lying during his presidency.
The country was torn whether the broadcasted comments were really an an apolgy or just regret for getting caught in a lie. Clinton did not follow all of the steps for an effective apology. His apology was manipulative.
Steps for Making an Effective Apology:
• Thank the readers/listeners for their concern and willingness to bring the situation to your attention.
• Describe the situation as you understand it.
• State your regret and/or responsibility: "I am/We are sorry." "I was wrong."
• Optional: Explain why the situation occurred and what you will do to ensure it never happens again.
• State a suggestion for remedy or offer a choice for approval to correct the situation: refund, exchange, free upgrade, or something else of value to replace the loss.
• Offer a gesture of goodwill in addition to the remedy when possible: a coupon, gift certificate, or free service.
• Thank your reader/listener for the opportunity to mend the relationship and maintain trust.
According to research, if customer service representatives follow this procedure, 95%of disgruntled customers will remain loyal—even more committed to the organization than they were before the dissatisfaction!
Apology is strategic plan for damage control. Apology is also a sign of character. When a leader apologizes and explains a situation from his/her perspective, people listen and learn. The best leader I ever saw was my dad--a former US Navy pilot, American Airlines manager, and entrepreneur. When I had used poor judgment and dismissed my mom and dad's rules of conduct, I expected a spanking. (I was 12 when I was last diciplined with a spanking for jumping on the bed. Breaking a bed in a home with seven children or risking an emergency-room run was unacceptable.) Yet, after each spanking, within 15 minutes, Daddy would come to my room and apologize for being upset over my infraction, calmly teach me what I had done wrong, clarify his expectation for the future, hug me and say, "I love you." Not wanting to disappoint my dad, I rarely did anything that I thought would result in his displeasure. Still, he apologied to me and that always elicited tears and an apology from me!
How refreshing it would be for leaders in organizations to admit when and why they were wrong, disguided, misinformed, underinformed, or thoughtless in any way. No doubt, improving trust, relationships, loyalty, and retention would result!
Consider the Tylenol company that apologized to the nation when a crazy person altered products with death-producing results. The company was not responsible for the deaths, yet took full responsibility for the opportunity their products created. Tylenol recalled all of their products from America's shelves--a multimillion-dollar decision. Tylenol officials followed all the steps for an effective apology. Ultimately, hamper-proof caps and labels came out of the misfortunate situation, and American consumers had increasing respect for one company's board of directors. Their apology was "the right thing to do."
Also, consider Bill Clinton's apology to the nation for lying during his presidency.
The country was torn whether the broadcasted comments were really an an apolgy or just regret for getting caught in a lie. Clinton did not follow all of the steps for an effective apology. His apology was manipulative.
Steps for Making an Effective Apology:
• Thank the readers/listeners for their concern and willingness to bring the situation to your attention.
• Describe the situation as you understand it.
• State your regret and/or responsibility: "I am/We are sorry." "I was wrong."
• Optional: Explain why the situation occurred and what you will do to ensure it never happens again.
• State a suggestion for remedy or offer a choice for approval to correct the situation: refund, exchange, free upgrade, or something else of value to replace the loss.
• Offer a gesture of goodwill in addition to the remedy when possible: a coupon, gift certificate, or free service.
• Thank your reader/listener for the opportunity to mend the relationship and maintain trust.
According to research, if customer service representatives follow this procedure, 95%of disgruntled customers will remain loyal—even more committed to the organization than they were before the dissatisfaction!
Apology is strategic plan for damage control. Apology is also a sign of character. When a leader apologizes and explains a situation from his/her perspective, people listen and learn. The best leader I ever saw was my dad--a former US Navy pilot, American Airlines manager, and entrepreneur. When I had used poor judgment and dismissed my mom and dad's rules of conduct, I expected a spanking. (I was 12 when I was last diciplined with a spanking for jumping on the bed. Breaking a bed in a home with seven children or risking an emergency-room run was unacceptable.) Yet, after each spanking, within 15 minutes, Daddy would come to my room and apologize for being upset over my infraction, calmly teach me what I had done wrong, clarify his expectation for the future, hug me and say, "I love you." Not wanting to disappoint my dad, I rarely did anything that I thought would result in his displeasure. Still, he apologied to me and that always elicited tears and an apology from me!
How refreshing it would be for leaders in organizations to admit when and why they were wrong, disguided, misinformed, underinformed, or thoughtless in any way. No doubt, improving trust, relationships, loyalty, and retention would result!
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