Trust: Respect and Sensitivity

(Part Eight of a multipart series)

There are many articles written about trust and how it is developed and maintained in an organization as well as the leader's role and responsibility with instilling it in employees. Throughout almost article you find you will see that there are common "trends" or observations about trust. To some this may seem like repitition, but to the leader who is continually learning and fine-tuning their leadership skills, they will see this as opportunity and reinforcement of a critical skill. Here are a few more tips on how leaders can instill trust in an organization.

Respect and Sensitivity: leaders should listen to the employees with respect and by giving them their full attention. Exhibit appropriate levels of empathy and always be sensitive to the needs of the employees.

Risks: leaders take thoughtful risks to improve services and products for the customer. Always be aware, however, that you will need your employee's "buy-in" to your plans if you want to be successful.

If you are a leader, you need to be aware of these simple concepts and incorporate these into your skill set and awareness. By showing respect and sensitivity to your employees needs you will be able to solicit their help and support where needed. In addition, by taking throughtful risks, not only will you build up trust amongst the employees but you will also show your level of competenece and carying for the customer, the employee, and the organization.

Copyright M. A. Webb, 2005. All Rights Reserved

Source: http://LeadershipSecrets.blogspot.com

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Trust: Interest and Competence

(Part Seven of a multipart series)

In previous posts we have been discussing the critical role that trust, and maintaining trust within your organization has, upon your employees. Today's post will explore the role that genuine interest and the leader's competence has in a successful organization.

It is very important for a leader to protect the interest of all employees in a work group, as well as the interests of the company. You do this by: not talking about absent employees to their peers, not allowing others in a work group or team to place blame on their peer(s); by not (ever) tolerating name calling or finger-pointing. If you observe these types of behavior you, as a leader, MUST take quick action (albeit still being kind and courteous) to stop this type of negativity from eroding the trust and confidence from your work group.

Next, leaders must be able to display, if not literally "ooze" confidence in supervisory and other work tasks. You should take the time to carefully study, understand and "know" what you are talking about. If you don't know it, then admit it and ask for your team to help you understand, learn and grow in your position.

We've seen somewhat of a recurring "theme" in how trust is instilled and maintained in an organization. However, we cannot emphasize enough how important it is for the leader to pay close attention to its power to either build up, or destroy, employee confidence and/or productivity and job satisfaction. As a leader, you need to pay careful attention to, and protect the interests of those you lead (and within the organization) as well as display competence at all times.

Copyright M. A. Webb, 2005. All Rights Reserved

Source: http://LeadershipSecrets.blogspot.com

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Trust: Commitments and Confrontation

(Part Six of a multipart series)

As we mentioned in our previous post, a leader cannot always control the trust experience in their organization. But, they can act in ways that promote trust within the immediate work environment. Today's post will explore integrity and keeping commitments as well as confronting the hard issues in a timely fashion.

Leaders should expect their supervisors and managers to act with integrity and to keep their commitments. By the same token, leaders should do the same. If you cannot keep a commitment, explain to the employees what is happening in the situation without delay. Never postpone addressing issues or breaches in integrity, or inability to deliver on a commitment. A leader's current behavior and actions will be perceived by the employees as the basis for predicting future behavior. Supervisors or managers who act as if they are trustworthy will more likely be followed with fewer complaints.

Next, confront the hard, or difficult issues in a timely fashion. Again, never postpone or ignore addressing important issues with employees. If an employee has poor work habits and/or is abusing the system, it is important to confront them about this, or other issues, as they occur. Other employees will watch and trust you more if you confront the hard issues with respect and courtesy, in a timely manner.

As we have noted above, a leader has an obligation to have high integrity, honor the commitments that are promised (either their own or that of the organization they work for) and to, in a kind and courteous manner, address any difficult issues with employees in a timely manner. By doing this, you will assure the employees that you CAN be trusted and are worthy of them putting their trust in you.

Copyright M. A. Webb, 2005. All Rights Reserved.

Source: http://LeadershipSecrets.blogspot.com

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Trust: Hiring and Promoting People

(Part Five of a multipart series)

Leaders cannot always control the trust experienced in larger organizations, but you can act in ways that will promote trust within the immediate work environment. One way in which to promote trust is the hiring and promoting of people in the workforce.

Look to hire people who are capable of forming positive, trusting interpersonal relationships with other people and co-workers who report to them or to other supervisory positions.

Next, leaders should develop the skills of all the employees that are under your leadership, especially those that are supervisors or those desiring promotion. Addressing their needs and developing a full understanding of the tasks before them will help you to build an interpersonal relationship, be more effective as a leader, and ultimately gain the trust of that individual.

As always, keep employees truthfully informed at all times. Provide as much information as you can comfortably divulge as soon as possible in any situation. Remember that most erosion in trust is a result of that trust either being broken by the leader in past experiences, the organization or as a result of that employees prior experiences. By keeping everyone informed you will assure them that you are looking out for their best interests and that you are a person who can be counted on.

Copyright M. A. Webb, 2005. All Rights Reserved

Source: http://LeadershipSecrets.blogspot.com

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Trust: How to Maintain It

(Part Four of a multipart series)

In previous posts we have explored the definition of trust, why it is needed for an organization to remain healthy and then the role the leader plays in building trust. In today's post we will look at how leaders maintain trust.

The best way to maintain trust in the workplace is to keep it from being broken in the first place. Integrity in the leadership of an organization is absolutely critical. Another critical factor that can break a trust relationship is how leaders communicate with staff and the truthfulness, or transparency, of that communication. Leaders and organizations promote a trusting environment when there is a strong, unifying mission and vision. By providing information about the rationale, background, and thought processes behind decisions will also build and maintain trust. People, too, are more apt to trust their organization when it is successful and their own competence, contribution and direction are recognized as being part of that big picture.

Unfortunately, even in an organization where trust is a priority, things can happen, even on a daily basis, that break down the trust relationships. Whether it is a misunderstood communication; an incorrectly filled customer order or an employee question that goes unanswered; all can erode the trust an employee places in their leader and/or organization. Looking at Tway's trust model, people are taught to mistrust as they are repeatedly misinformed and misled. It can happen so quickly and yet so innocently.

In summary, leaders and organizations who truly put trust as a high priority will be watchful of small signs where a breakdown in communication or process may have occurred and wisely, and quickly, resolve the problem, sometimes through the help of others, to avoid a larger and full breakdown of the entire trust model.

Copyright M. A. Webb, 2005. All Rights Reserved

Source: http://LeadershipSecrets.blogspot.com

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Trust: The Leaders Critical Role

(Part Three of a multi-part series)

In our previous posts we discussed what trust is and how critical it is for an organization to remain healthy and successful. In today's post we will review the leaders critical role in establishing and maintaining trust as part of the organization's big picture and needs.

There have been a number of reserarch studies done with sports teams and in the workplace to assess the employee's or team members perception of trust. At Simon Fraser University the basketball team was studied to determine the impact of trust on the teams success. After surveying the players on this, and 30 other teams, it was determined that players on the successful teams were more likely to believe that their coach knew what was required for them to win. The players believed the coach had their best interests at heart and they believed that he/she would come through on what was promised to them. Interestingly enough, trust in their teammates was not deemed important in the study.

Gannett News Service reported in March, 2001 regarding a worldwide study. In the study 67 % (percent) of the supervisors or leaders responded by saying they were committed to their employees. However, only 38% (percent) of the employees felt that their employers were committed to them.

In another study conducted by Loyola University, the findings suggested several implications for organizational performance and changed affected the trust relationship between employers and employees.

The Loyola study also reported that a leader's skill in developing relationships that reduce or eliminate trust has a definite impact on employee turnover. This turnover may be a result of organizations failing to "draw people in." Results also indicate that trust in the supervisor or leader is associated with the individual performance of the employee, meaning that the more successful the employee the higher the level of trust.

Clearly the leader's role in establishing trust with those they lead or employees is critical to the success of the organization or team. The "why" or "how" trust is established and the reasons for losing, or lack of, trust will be explored in our next post.

Copyright M. A. Webb, 2005. All Rights Reserved

Source: http://LeadershipSecrets.blogspot.com

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Trust: Why is it Critical to an Organization?

(Part Two of a multipart series)

How important is building trust in the work environment? History tells us that people have bene interested in trust since Aristotle (384-322 BC). Artistotle suggested that Ethos, the trust of a speaker by the listener, was based upon the listener's perception of the three characteristics of the speaker.

Artistotle went on to state that these three characteristics were:

• Intelligence of the speaker (or correctness of opinions or competence)
• Character of the speaker (reliability, which is a competence factor and honesty)
• Goodwill of the speaker (or favorable intentions towards the listener)

Using these same three characteristics we can see that there hasn't been much change in the workplace today in terms of placing trust in one another.

Research done by others, including Dennis Tway (see Part One of this same series) have shown us that trust is the basis for much of the environment that you, as a leader, want to create in the workplace. Trust is critical and a necessary precursor employees:

• feeling able to rely upon a person
• cooperating with and participation as a team within a group
• taking thoughtful and well-calculated risks, and
• experiencing believable (or "trusted") communications

Trust is a necessary and critical element for any organization that wants to remain healthy, focused on their goals and to be successful. Lack of trust can be the source of high employee turnover rates, dissension and not reaching a required goal. It is interesting that we, as human beings, have had "trust issues" as far back as time takes us. However, a leader who is interested in achieving success, and building a highly effective work team will study and implement the components needed to establish trust in their working relationships.

Copyright M. A. Webb, 2005. All Rights Reserved

Source: http://LeadershipSecrets.blogspot.com

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Trust: A Leader's Best Kept Secret

(Part One of a multi part series)

Trust is elusive. You definitely know when you have it and most definitely know when you do not. But, if you have ever tried to define it to others, or done research to find a "true" definition of trust, you probably found that there are as many definitions as there are great leaders or writers. In this short series we are going to examine one definition of trust and how leaders earn and receive trust from others.

Trust forms the foundation for effective communication, employee retention, employee motivation and contribution of their discretionary energy which is the "extra effort" that people voluntarily invest in their workplace. When there is trust within this relationship or organization, goals and objectives, and almost everything else, is easier to achieve.

Dr. Duane C. Tway, Jr. wrote, in his 1993 book, A Construct of Trust, saying:

"There exists today, no practical construct of Trust that allows us to design and implement organizational interventions to significantly increase trust levels between people. We all think we know what Trust is from our own experience, but we don't know much about how to improve it. Why? I believe it is because we have been taught to look at Trust as if it were a single entity."

He goes on further to define trust as:

"..the state of readiness for unguarded interaction with someone or something."

Tway developed a model of trust that includes three components. He calls the model a "construct" because it is "constructed" of these three components which include:

• "... the capacity for trusting,
• the perception of competence,
• and the perception of intentions."

If you think about trust using these three components it will make it much easier to understand its dynamic and use within the workforce. The capacity for trusting really means that the entire collection of your total life experiences will have developed your current capacity and willingness to risk trusting others.

The perception of competence is a compilation of your perception of your ability and the ability of others with whom you work to perform competently at whatever is needed in your current situation.

The perception of intentions, as defined by Tway, is comprised of your perception that the actions, words, direction, goals or decisions of yourself, and/or the organization, are motivated by mutually-serving rather than self-serving intentions.

In future postings we will explore why trust is critical to a healthy organization, the critical role that a supervisor or leader play in building trust and the specific steps that can be taken to accomplish this successfully.

Copyright M. A. Webb, 2005. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Recognize Opportunity

"You have to recognize when

the right place and the right time fuse

and take advantage of that opportunity.

There are plenty of opportunities out there.

You can't sit back and wait."

--Ellen Metcalf

Be the Person Others Choose to Follow

Good leaders are hard to find. Good leaders exhibit a blend of charisma, vision and character traits that attract people to follow them. And, leaders recognize the need to attract followers.

Developing a followership is a fundamental key to leadership. But, to follow, people must feel that they have confidence in the direction in which the leader is headed. The follower must be enabled and empowered to do their part in accomplishing the stated goals.

Also, people follow leaders that are accountable and trustworthy. If progress towards accomplishing the goals ceases, or is out of balance, the leader must take responsibility to analyze the problem. Followers will have confidence in their leader and that their efforts won't be punished if the leader is accountable and does not blame anyone for the problem.

Followers need to believe, that at the end of the project or journey, they will be recognized and rewarded for their contribution. The leader must help the followers answer the question, "What's in it for me?" Successful leaders are honest about the potential risks they are incurring in the chosen path to the goal. They will communicate, not just the overall direction, but any information followers need to successfully, skillfully and efficiently carry out their responsibilities.

Occasionally the leader and the owner of the business, CEO or president or department head are the same person. Leadership qualities combined with positional power magnify the individual's ability to attract followers. Longevity also plays a role in in attracting and retaining followers. People who have followed leaders for long periods of time will continue to follow unless they lose trust in the leader's direction and abilities.

By increasing your awareness of what attracts followers and how to retain them you can become the person that others will gladly choose to follow.

Copyright M. A. Webb, 2005. All Rights Reserved.

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

What Employees Want in a Leader

As a leader, there are four specific factors that must be present in your communications with those you lead in order for employees to be happy and motivated to work.

Respect is the fundamental right of everyone in the workplace. If employees feel that they are treated with respect they will usually respond reciprocally with respect and dignified actions. A leader can demonstrate their respect for their employees by giving them praise and credit where its due and timely feedback so that they know how they are doing at work.

Members of an "in-crowd." Everyone wants to be part of the "in-crowd." This means that they will know and have access to information as quickly as anyone else in the workplace. An effective leader knows how to foster this kind of a relationship with those they lead.

New skills and learning opportunities are something almost every employee wants to have access to in the workplace. They will want to develop their capabilities and grow in their knowledge of the workplace and their careers. Leaders should make these opportunities available to each employee. This will demonstrate your commitment to helping them develop their careers.

Employees expect leadership. They want a sense of being on the right track, of going somewhere that has been defined and what knowing what is important to the company and to them as employees. They like being part of something bigger than themselves. Employees need to know that someone who is trustworthy and "in the know" is in charge.

With these four factors in place leaders will be able to observe productivity, motivation and happiness amongst employees.

Copyright M. A. Webb, 2005. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

People Really Don't Resist Change

Have you ever witnessed anyone in the workplace resisting change? At some point almost all of us have seen this happen. Resistance to change is often mistaken as being a problem on the part of the employee or the "resistor." However, let's look at another possibility: people resist change for fear of being incompentent, not because of the change itself. Hmm...

As a general rule people embrace change. Look at different styles in clothes, colors and clothing combinations. How many times do you, or your friends, eat in the same restaurant day after day? Do most people go to the same place for vacation or entertainment? As a general rule, not. Most people try different things on a daily basis. How could that possibly be interpreted as being categorically "change resistant?" What else would possibly make an individual resist change?

It really isn't change that people are concerned about. It's concern for not being prepared or being incompetent. Quite often leaders treat the wrong problem when they rant about about being "change friendly." What they should be addressing is the individual's need to understand, learn and be prepared for the change instead of a philosophical rant that does not help address their individual concerns. If you find that your employees have bad attitudes about their work, perhaps you want to spend some time studying what they are really saying.

The consequences of incompetence are usually quite visible and audible. For example, it is frustrating when we cannot do what we think we should be able to do. It is irritating to spend time learning new ways of working and it can be humiliating (personally and publicly) to fail. It is unrewarding to redo your work. Is it any wonder that people resist change when it is these situations that make them appear and feel incompetent?

What can a leader do to reduce the effects, and resistance, to change? Here are some suggestions on how to address the real problem so that your project does not get derailed by the cause.

Give a reason to adjust. Answer the question of "why" change is needed. Employees are far more likely to be supportive and embrace the change when a logical or business reason is given.

Provide the tools. Becoming competent is a learning process and it takes time, and sometimes practice. Build training and practice time into the change schedule. This does not have to be an extended period of time but you should provide some teaching, and on-the-job instruction. Give your employees a place to learn and they will.

Allow for time to adjust. If you want your project or change schedule to go as planned you must allow time for people to learn. People need time to adjust to doing new things.

Give recognition. Always give recognition and credit where it is due. Tell employees how much you appreciate their effort and contributions to the change. Recognize their efforts and celebrate the victories together.

Give feedback. During the change period it is critical that you give feedback. Share with employees the results in an effective and timely manner. Assure them, at the start of the change period, that you will give them accurate and timely feedback.

Sound simple enough? To avoid resistance to change give them a reason, the proper tools, time to adjust, recognition for effort which is followed by feedback. Maybe the whole reason people resist change is because leaders are not presenting it correctly. What we do know for certain is that change is inevitable and that managers must effect changes to the work environment. How successful you want to be at change is up to you.

Copyright M. A. Webb, 2005. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Give Credit Where Its Due

"... Priase loudly, blame softly."

- Catherine the Great

One of the singlemost important behaviors that will earn your respect and trust as a leader is this: always give your people the credit for your achievements and successes. NEVER take the credit for yourself.

However, you must always take the blame and accept the responsibility for any shortcomings or mistakes that you or your people make. NEVER, NEVER, NEVER publicly blame another person for a failing. If a person under your leadership has made a mistake, that failing is your responsibility. True leaders never hide behind the people they lead.

Take time to listen and to really understand those that you lead or communicate with. Understand every nuance or aspect of the job that all do. Ask and learn about what people do and think, and how they think that improvements can be made. Incorporate those improvements wherever possible.

Copyright M. A. Webb, 2005. All Rights Reserved.

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

When a Leader Becomes a Space Invader

Leaders often come into close proximity with other people. Our cultural norms dictate what a comfortable distance is when interacting with another person. So, how do you know when you are invading another's personal space? Leaders should know what signs to look for that another person is uncomfortable and then take immediate steps to alleviate this discomfort.

Signals that you may have invaded an individuals personal space are:

• Rocking
• Leg swinging
• Tapping
• Gaze aversion

In large groups invading personal space is typically not a problem, in fact there is usually too much distance between you and others. To counteract this you would simply need to move about the room or closer to the individual you wish to communicate with. However, remember that increasing proximity also enables you to make better eye contact with the entire group and increases the opportunities for others to speak besides one single individual.

As a leader you need to be aware of the differences personal space and presence may have on your interactions with others. Be considerate of the other person when you are communicating one-on-one and observant of any of the signals that you may be too close in proximity. By respecting another's personal space you will show respect for that individual and will likely see that person respond in a more positive manner to your needs or request.

Copyright M. A. Webb, 2005. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Leaders as Change Managers

"If you want to truly understand something; try to change it."

- Kurt Lewin

Leaders do things other people have not done, or do not do at all. They do things in advance of someone else. They make new things, they are innovators. Having learned from what has been done in the past, either by themselves or others, the leader lives with one eye on the present and the other looking into the future. They take all this information and put it together in a different way. Successful leaders are both right- and left-brain thinkers. They must also be intuitive, artistic, and conceptual. Leaders must quickly synthesize information in order to move through the chaos and maintain a sense of order and balance with those that they lead. Leaders are the ultimate "change managers."

Copyright M. A. Webb, 2005. All Rights Reserved.

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Having Difficulty Remembering Names?

Remembering a person's name, or using their name when you talk with them, is one of the most powerful tools a leader can use. But, if you have difficulty remembering names there is a way to strengthen your memory and to get the name to "stick" with you. This can be done by using an analogy and acronym called "LMER" glue. Here's four simple steps:

1. LOOK AND LISTEN - look at the person and get a strong mental image. What are the characteristics that make them unique? Are they short or tall, thin or large, hair or no hair, glasses or no glasses? Listen to their name. If you don't hear the name clearly, don't be embarrassed to ask them to repeat their name.
2. MIND PICTURE - associate the person's name with a picture that is easy to recall. The full name should create one single picture in your mind. The mental image that you created of this person should be in this image. Difficult names could be broken down into syllables to create memorable pictures. For example: Staneart (Stan-irt) could be pictured as "STANding up to my waist in dIRT."
3. EXAGGERATE - the more exaggerated and colorful the picture, the easier it will be to remember. Make the picture larger than life or funny. You could add a bit of danger or fairy tale if you like.
4. REPEAT - repeat the name silently to yourself several times. Try to use the name in the conversation you are having with this person. One way to boost your memory power would be to introduce the person to others so that you repeat the name without drawing attention to the fact you are trying to remember it.

One last tip that I use - write the person's name down. Keep a small notebook or index card handy and write the person's name down after your conversation is finished. At the end of the day, or week, you have a written record to help boost your memory. GOOD LUCK with strengthening your memory and remembering those names.

Copyright M. A. Webb, 2005. All Rights Reserved.

PUBLISHING AND REPRINT RIGHTS:
You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Exercising Authority by Giving Instruction

The role of a leader is to ensure that everyone on the team undrestands instructions and carries them out as effectively as possible. Leaders know that it is rare for everything to go according to plan and put into place monitoring mechanisms that will enable them to deal with any deviations quickly.

How the leader gives instructions matters far less than the quality of their content. If the team has already reached a viable decision, the leader does not need to win acceptance from the group. But, having to say "This is an order!" is a warning sign of malfunction on one side or the other.

Before you issue instructions or commands such as this, be absolutely clear in your own mind what the requirements are. This will be communicated back to the team by your tone of voice, and your body language will reinforce your message. If you are communicating instructions via telephone and email, you will need to take extra care to make sure that the tone of any written language as well as your tone of voice clearly conveys the right message.

As the team if they have any concerns about what you have asked them to do so that you can clear problems up before they create havoc or cost the organization time, energy or even money that detracts from the big picture goals.

Copyright M. A. Webb, 2005. All Rights Reserved

About the Author: Michele has over 20 years experience in business, management and healthcare. She enjoys sharing her experiences with others and welcomes feedback from guests to this, or any of her websites. Visit her bookstore for books and other related business materials, or her online training website.

Organizational Strategy

"All organizations are hierarchical. At each level

people serve under those above them.

An organization is therefore a

structured institution. If it is not structured,

it is a mob. Mobs do not get things done.

Mobs destroy things."

Theodore Levitt

Management for Business Growth

Talking To Your Team

Discussions allow people and teams to share ideas or concerns freely. By playing a leading role in the discussions, you can keep them productive and purposeful.

As a leader you should call your team together on a regular basis to seek feedback, generate new ideas and to make relevant business or operational decisions. Whether the discussion is formal or informal, it is important to keep the purpose and a time limit in mind. Whenever possible, keep discussions informal so your staff will be comfortable giving their opinions and to minimize any potential for any one person to dominate the discussion as well as any behind-the-scenes or brewing problems with interpersonal relationships.

Give people time to prepare and make sure that everyone involved has equal opportunity to add their viewpoints and expertise to the discussion. Encourage open discussion and yet you will need to keep the discussion on topic and moving forward. Write down and monitor the action items and who they are assigned to after each meeting and then review these at the next meeting to measure the group or project status.

Copyright M. A. Webb, 2004-2005. All Rights Reserved

About the Author: Michele has over 20 years experience in business and healthcare. She enjoys sharing her experiences with others and welcomes feedback from guests to this, or any of her websites. Visit her bookstore for ebooks and other related business materials.

Leadership Is ...

"Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration—of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine."

--- Lance Secretan, Industry Week

Become a Master Leader

Only you will know what is important in achieving your vision of success. However, we all have common or shared goals and outcomes that will help us to lay a foundation for where we want to be as a leader.

You can dramatically increase your chances for succeeding in business as a leader when you take the time to learn from a coach or mentor. A coach is someone who has “walked in your shoes” at one point in time and developed skills or learned and overcome the obstacles to earn success and happiness. One common thread we can learn from our greatest leaders is that they, and you, can learn and master performance from the “masters” or those who have developed skills and techniques to enhance their leadership abilities. Whatever quality or skill you want to develop can be learned or fine-tuned by learning from others who have the skill you desire.

Decide what skill, technique or process(es) you want or need. Then, seek a coach or a mentor who has these skills that is willing to work with you to share their experiences and to give you some guidance on how to integrate these concepts into your own leadership style.


About The Author: Michele loves reading, learning and sharing with others tips and information that helps us live life to the fullest and with the most happiness possible. She writes books, reports and articles for readers of all ages.

Publishing Rights: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Copyright 2005, Michele Webb. All Rights Reserved

What is Your Leadership Style?

There are countless numbers and types of leadership styles in organizations today. Unfortunately, many leaders today are ineffective because they are not motivators or because they have a warped idea about their role and purpose. As such, workers in these organizations suffer from inadequate leadership and likely have no energy, motivation or loyalty to the organization.

Leaders who honestly appraise their leadership style can effectively reinvent themselves in order to inspire and motivate those whom they lead, are to be commended. Here are five basic categories of leadership. Identify which category best suits your style and how you can best use your style to motivate and lead those who work with you.

Authoritarian. Leaders using this style are often harsh, demanding, and inflexible in their approach to others. Best stated as “It is my way or the highway!”

Humanistic. This leadership style is characterized by someone who does not follow a precise plan. They allow others to set the agendas. You may hear a humanistic leader say “What do you think we should do today?”

Charismatic. These leaders depend on personality and energy for success. You can hear them say “Wow! I am really excited about this!”

Democratic. Democratic leaders are always seeking a group consensus prior to moving ahead. Have you heard anyone say this lately? “Before we go any further, let’s take a vote.”

Mission-Driven. Leaders who are mission-driven build teams to help bring about the organization’s vision and purpose. They may be overhead to say, “We are all in this together.”

There are some interesting observations to be made about these styles. For the first four styles: authoritarian, humanistic, charismatic and democratic, their style almost always reflects a person who is in charge, or “at the helm” of the business. When a leader is mission-driven, however, several other important factors emerge, most importantly that the entire organization is pulling together in the same direction. This means that there is far less motivating or “nudging” the troops and more forward direction.

So, what is your leadership style? Review the five basic categories above and determine which style you typically present. If, after your review, you decide that you want to change your style, then reinvent yourself! Become a party of one to change and motivate yourself to become an effective leader!

About the Author: Michele loves learning about leadership and management skills and styles and likes to share this with others using Online Learning Tutorials.

Publishing Rights: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Copyright 2005, Michele Webb. All Rights Reserved.

Tip: Modelling Good Behavior in Meetings

Even if you do not chair the meeting, as a leader you will be a strong focus of attention for everyone participating. People will watch your behavior, even when you are not saying anything, or when another team member is speaking. If you are staring out the window, doodling, typing or answering email, or slouching in your chair you are signalling disinterest. People WILL notice. Use your body and eyes to encourage people to take part. Nod, smile and stay silent when others talk. Give everyone your full attention.

Breaking Up Cliques in Small Groups

A clique is defined as anything that excludes rather than includes others. Teenagers are not the only age groups that can have a problem with cliques in small groups; adults may have the same issues. If you are a small group leader or facilitators here are ways you can help to break up cliques and to become a group where everyone feels welcome and at home.

Shuffle the seating. By moving the seating around, or having the group members change where they sit from time to time, you will immediately be able to separate those who have become “attached” or are a clique. Another benefit to shuffling the seating is that everyone will have an opportunity to talk with one another instead of just seeing another group member sitting at the other end of the table or row of chairs. Depending on the purpose or focus of your small group, one fun idea would be to have a “special” comfy chair that is given to a different member each meeting, or a drawing to find out who is “special” today. By rotating who sits in the special chair you will also find that the group members rotate where they sit as well.

Always be aware of “closed” or “secret” conversations. Avoid talk or conversations that leave group members out. Also, stay away from “code talk” during conversations or “secret” words or comments that only a few individuals know about. If you find a couple of small group members carrying on a side conversation during your meeting, you can also break this up simply by asking one of them a question, they will be sure to “snap out of it” if their whispering is called to the group’s attention. Finally, if you find one or more group members are routinely carrying on sidebar conversations, you may speak with them outside of the meeting one day and ask for their support to be “inclusive” and to avoid the appearance of cliques.

Be frank and open. Most people will never intend to be exclusive. If you are aware of a problem in your group, mentioning it by either a private conversation or talking about it generally with the group can often solve the problem without any difficulty.

Facilitate “pairing-up.” Instead of saying “let’s pair off” and letting group members find their own partners for activities, assign group members who don’t know each other to be together. Or, you can use some sort of drawing, or other fun way to assign people together. For example: if someone’s name starts with the letter “A,” pair them off with another who starts with the letter “B,” or the next letter in the alphabet, etc.

As a facilitator or leader of a small group, you will need to develop an awareness of the group dynamics as they unfold around you. Whatever you do, always take a kind, gentle tone with the group members but do not be afraid to find ways to break up the cliques using creative and fun ideas. As a leader it is also your responsibility to make sure that everyone in the group is included in the discussion and activities, even if they are the “quiet type.” Everyone should have the same respect and opportunity to participate.

About the Author: Michele loves learning about leadership and management skills and styles and likes to share this with others using Online Learning Tutorials.

Publishing Rights: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Copyright 2005, Michele Webb. All Rights Reserved.

Dictators and Their Effect on the Workforce

In the past 20 years there has been a massive shift in corporate leadership. Accountability for leadership and what really goes on in an organization has been pushed down and distributed throughout the organization. Command-and-control tactics may still be found in basic military installments; society, however, has been informed to the point that the vast majority of the population will no longer tolerate a dictatorial style of leadership. Today’s generation is more concerned with people than with products.

In this consumer-oriented era, the balance of power has really shifted and flows from the bottom up. It is a high-stakes game where the consumer is holding the most valued cards or sitting in the driver’s seat.

Perhaps you are a leader who believes there is no alternative other than to be an autocratic leader in today’s marketplace. With any business, it certainly takes a firm hand to guide an organization, but dictatorial methods will never work in the long run. Here are five reasons to not be an autocratic leader:

The best people will always head for the door. Your best employees who have their acts together enough to land a new job or serve in a new cause will always leave a dictator to his/her own devices.
Only the insecure, ineffective workers stay behind. Autocratic organizations and leaders will eventually find that they have zero leadership – except for the dictator.

The work environment becomes one of constant stress on employees. Dictators and their domineering decision-making produces an atmosphere of anxiety and tension that even visitors or customers can recognize.

Dictators cannot afford, or tolerate, even one failure. If you are an autocrat, beware! Just one bad or unpopular decision and the “troops” will pounce all over the dictator’s leadership and attempt to tear it down.

The overall quality of services and products will decrease because of the demoralized workforce. The internal strife and stress that is produced by the dictator will eventually cause the bottom line of the organization, or its mission and goals, to suffer.

If you find this story believable, or are honest enough with yourself to admit that you may be an autocratic leader in need of a makeover, then do not waste any time – start changing your style today! Just how does one get transformed from a dictator to a humble leader? First, it begins with you. In order to reinvent or breathe life into your organization, you must first reinvent and transform yourself.

About the Author: Michele loves learning about leadership and management skills and styles and likes to share this with others using Online Learning Tutorials.

Publishing Rights: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Copyright 2005, Michele Webb. All Rights Reserved.

What is Your Leadership Style?

There are countless numbers and types of leadership styles in organizations today. Unfortunately, many leaders today are ineffective because they are not motivators or because they have a warped idea about their role and purpose. As such, workers in these organizations suffer from inadequate leadership and likely have no energy, motivation or loyalty to the organization.

Leaders who honestly appraise their leadership style can effectively reinvent themselves in order to inspire and motivate those whom they lead, are to be commended. Here are five basic categories of leadership. Identify which category best suits your style and how you can best use your style to motivate and lead those who work with you.

Authoritarian. Leaders using this style are often harsh, demanding, and inflexible in their approach to others. Best stated as “It is my way or the highway!”

Humanistic. This leadership style is characterized by someone who does not follow a precise plan. They allow others to set the agendas. You may hear a humanistic leader say “What do you think we should do today?”

Charismatic. These leaders depend on personality and energy for success. You can hear them say “Wow! I am really excited about this!”

Democratic. Democratic leaders are always seeking a group consensus prior to moving ahead. Have you heard anyone say this lately? “Before we go any further, let’s take a vote.”

Mission-Driven. Leaders who are mission-driven build teams to help bring about the organization’s vision and purpose. They may be overhead to say, “We are all in this together.”

There are some interesting observations to be made about these styles. For the first four styles: authoritarian, humanistic, charismatic and democratic, their style almost always reflects a person who is in charge, or “at the helm” of the business. When a leader is mission-driven, however, several other important factors emerge, most importantly that the entire organization is pulling together in the same direction. This means that there is far less motivating or “nudging” the troops and more forward direction.

So, what is your leadership style? Review the five basic categories above and determine which style you typically present. If, after your review, you decide that you want to change your style, then reinvent yourself! Become a party of one to change and motivate yourself to become an effective leader!

About the Author: Michele loves learning and studying about leadership and helping others develop or enhance their skills too through Internet Learning Tutorials.

Publishing Rights: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Copyright 2005, Michele Webb. All Rights Reserved.

How Leaders Unlock Potential in Teams

Leaders are faced with unlocking the potential in the people that they lead and motivating the individual is a key part of this process. Motivation is not something that is done to an individual as they already posses it. What a leader does, to benefit the whole team, is to release, or unlock, it. Here are seven ways leaders unlock potential in people.

Leaders share their vision and values. Vision is what the team aspires to. Some visions may not ever be reachable, yet by their very existence they inspire, excite and motivate people to turn them into a reality. Where the vision comes from, however, is less important than whether team members fully share the vision. Where does vision come from? Essentially it comes from what you value or care strongly about. Values, then, are the foundation of the vision. Normally you would have only a few values. Each person can usually identify and describe them in their own words. They are not necessarily the same as mission statements, slogans or taglines written on walls or bulletin boards. As a leader, it is important that you regularly restate the team values and display them by your own actions. Leaders should also ask team members to keep producing examples of how they are turning values into reality.

Leaders value people. People will work very hard for a leader because they feel you value them as a person. You do this by treating each person with respect and by persisting in demanding that this is how team members treat one another as well.

Leaders Give Recognition. Research has shown that organizations seldom give enough recognition to their people. All too often people feel that they are taken for granted and that there is insufficient feedback about their efforts. Recognition does not always have to be in the form of a promotion or pay raise. Your team needs clear signs of appreciation and this can easily and simply be done by saying “thank you,” a small gift, public praise, a party, etc.

Leaders are Creative. Creativity is one of the most powerful means a leader has of unlocking your team’s full potential and infusing them with new energy. You can foster creativity by being open to new possibilities, new connections, new methods and surprising solutions. To use everyone in the team to their maximum potential, they need to be stretched as human beings. This does not mean setting impossible goals as much as it does expecting the most of each person on the team. To expect the most, you need to know each persons talents. You can learn about members of the team through formal assessment procedures, asking the person, asking others, trial and error in the workplace and so forth. The range of your team’s talent will likely astound you. Have fun uncovering the team’s talents.

Leaders Inspire Special Effort. Interestingly, people will do extraordinary work for some leaders and not for others. This happens when people see their own interests linked with the leader and he/she wants to achieve. When you call for team effort, remember that people respond to facts and emotion. Both are essential. Facts will start the process of convincing your team that heroic effort is needed. Make sure you prepare the facts carefully since they must stand up to the team’s scrutiny. Emotion is another vital ingredient. You need to appeal to people’s feeling, not just their logical, rational, parts. Facts alone will seldom tap a team’s hidden energy and commitment. Watch for signs in the team to indicate that people are making special effort and immediately reinforce this by offering approval and recognition.

Leaders Do It Their Way. Leaders need to develop a method and adopt a style that suits them. Then, when you need a special effort from the team, this is the moment to show them your real leadership style. Inspiring people is not as easy as it sounds. It starts with you, sharing with them what inspires you. If are committed to what you want, people will respond to your inspiration, energy and vision. If you really believe in your vision, and exude energy and passion about it, the team will also share in that effort with you and feel your passion. Conversely, negativity will also breed negative thoughts from your team. Remember that each team member will internally respond with a “what’s in it for me?” approach. Discover what each person on the team wants and you will have the key to unlocking their potential and sustaining that special effort you need.

Your qualities as a leader will attract people to consider making the heroic effort you want or need. They may be drawn to your passion, your humanity, energy, integrity or commitment. They may admire and fear your determination to make something happen, but it is the human qualities you share that will gain their respect and commitment.

About The Author: Michele has enjoyed serving in community, professional and educational leadership roles and would like to share her experiences and training courses with others and enjoys speaking and writing articles on leadership.

Publishing Rights: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author requests an email indicating you wish to post this article to a website, and the link to where it is posted.

Copyright 2005, Michele Webb. All Rights Reserved.