Break Free of Perfectionism

Customers, clients, businesses and organizations everywhere are seeking excellence. By achieving excellence profit and success are sure to follow. But, a leader's intense pursuit of excellence can easily and quickly degenerate into a fixation on failure-free work, which is also known as perfectionism.

Statements such as, "...failure is not an option..." or "...we only want to hear solutions..." or "...let's talk when you reach your goal..." are strong indicators that your leader has slipped into the dangerous world of perfectionism. Behaviors begin to change and become more intolerant of mistakes and is often seen as an inability to accept even the smallest errors. Impatience for any activity that is executed in any manner other than quick and efficient is characteristic of a perfectionist.

Some of the behaviors employees have observed in a boss or manager who is a perfectionist, include:

• Critical
• Impatient
• Unapproachable
• Unforgiving
• Stressed
• Unwilling to celebrate success

People with this charactertic can, however, break free from the negative effects of perfectionism by following just a few steps.

1. Identify what is the most important tasks or projects. Perfectionists tend to magnify the importance of small tasks and simple procedures.
2. Set clear and realistic expectations. Employees not only feel hopeless, but will become discouraged when their leader holds them to impossibly high standards. A leader should communicate goals that are firmly grounded in reality and with clarity.
3. Avoid perfectionist triggers. Learn to identify the factors or conditions that lead to perfectionist thinking and triggers. Learn and implement behaviors and tactics that shift the thinking to excellence and away from those minute, or insigificant tasks that are not part of the "big picture."
4. Take baby steps. Breaking this habit is one that is best done by taking it in small, easy to implement, baby steps. By taking smaller, more meaningful steps intended towards mastering excellence, not perfectionism, will empower not only the leader, but the employee, to reach their goals and full potential.

A mindset of excellence is much healthier and more productive than that of perfectionism. The differences in these two concepts may seem subtle at first, but the results and outcomes are substantial. Take time today to conduct a reality check and ask yourself, before becoming frantic, what is really important or at stake. Is the frustration equal to the magnitude of the problem? If it is not, then employ the tactics needed to steer away from perfectionistic behaviors that will surely spell doom to any task or project.

(This article adapted from the works of Jamie S. Walters. To read the complete article, click here.)

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. 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. Please forward a courtesy email to the author including an active web link where it is posted.

What Leaders Understand

Leaders have many different styles, types and personas and can be found in every profession, industry, community or aspect of our lives. You will find shy or gregarious, vain or humble, friendly or aloof, technical or non-technical, and so forth. You will find leaders sharing and mentoring others in one-on-one, small and large group situations. You will find leaders everywhere.

So, what is it that makes a good leader? Peter Drucker has been recognized for all his research and work in the study of leadership and he noted that there is not a single style, personality or character that can be attributed to a leader. So what, then, is that makes a leader.

Leadership is a behavior, an attitude or set of skills that one practices. It is not the same as "managing" someone, nor is it to be confused with a position one is hired for or a task or project that is delegated to another individual.

Great leaders understand this difference and understand four basic principles that helps them to be successful:

• All leaders have followers. They have ideas, vision, energy or information that draws other people to them. Without followers, we would not have leaders.
• Effective leaders may not be someone who is loved or admired. Instead, they have followers who do the right things or support the leaders vision or the big picture because it is the right thing to do. Leadership is not a popularity contest. Results are what followers and other leaders look for from an effective leader.
• Leaders are highly visible and observed by their followers. Therefore, it is important that they set examples and not only "talk the talk" but walk it, and live it, as well.
• Leadership has nothing to do with rank, privilege, title or money. Instead, it is about responsibility and mentoring others.

If you have the opportunity to serve others as a leader, how do you "stack up?" Who are your followers and do they do the right thing? Are you setting the right example? Do your followers get the maximum results and outcomes from your leadership? Do people resist your leadership or do they willingly follow?

Spend some time studying your leadership opportunities and how others perceive your role? Make adjustments where needed in order to become not "just a leader," but, instead, become a GREAT leader!

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. 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. Please forward a courtesy email to the author including an active web link where it is posted.

Harnessing the Power of a Great Leader

It takes a lot of hard work, patience and perseverance to be a great leader, but it can be done! There are three principles that you should be aware of as you hone your leadership skills:

YOU MUST HARNESS THE POWER OF THE WILL. It is almost impossible to harness the power of an individual’s will once it becomes fixed. A leader must understand the huge implications of this process. It is important that the leader understands the people they are leading and that they are influenced a great deal of time by loud and repetitive messages sent by the competition or negative thoughts and influences. An individual’s will is somewhat like a ship’s rudder. It guides us through the calm waters and steers us in the right direction in choppy seas. If the will is not fixed on the positive mission of the leader and their company, they may not make it through difficult times. Remember, the will is not really the problem, it is the positive or negative forces with the values we attach to it that guides us.

“VECTOR” SUM OF FOCUS. This concept, presented by Spencer Tillman (http://www.lifeatwork.com/) comes in a simple acronym and can be used by leaders to evaluate their activities and to guide where their focus should be:

V – values that must be in place
E – energy that comes from passion about our purpose
C – courage that is on hand to move forward, despite our fears
T – talent that separates us from the “average” or “ordinary” leader
O – organizational ability that prevents chaos from entering the process
R – resources that must exist in order to sustain an individual’s passion

CREATIVITY AND DESTRUCTION. This principle teaches the leader that creativity and destruction helps to develop patience by showing that processes always take longer to make than to destroy them.

This three principles will help to guide the leader through almost any activity or event they are faced with. It is important that the leader understand the principles and then apply them to situations with which they are faced. Once the leader can capture an individual’s will power and then focus the will on the values, energy, resources and abilities required to move the company forward, the leader can promote the creativity and energy needed to ultimately achieve success.

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. 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. Please forward a courtesy email to the author including an active web link where it is posted.

What Makes a Micromanager Tick?

Almost everyone, at some point during their professional career or work experience, encounters a micromanager. Micromanagers like to tell their employees when to eat, what to have on their desks and whom to talk to, when, where and how. Often times the employee stay with the company and tolerate this type of individual because they like the company's goals, styles, pay structure, benefits or any other number of reasons. But, how should you handle a micromanager? To do this successfully you first need to understand what makes a micromanager "tick" or behave the way they do.

First, micromanagers crave control and giving it up (either in reality or if they perceive they are going to give it up) makes them anxious. They will believe that their own skills and abilities are the very best around and that no one can do things better than they can. Often micromanagers will tell you they embrace collaborative management and leadership practices, but their own insecurities will eventually be the driving force behind their actions. This type of behavior will squash any opportunities for growth and development of employees and ultimately will demoralize everyone who comes in contact with them. If you are fortunate (or unfortunate) enough to have a micromanager for boss who also owns the company, then the situation can be much worse.

Before you turn in your resignation, here are some things you can try:

Tactful feedback. Do not respond to the micromanager by being rebellious or resistant to his/her control, this will only make them want to tighten their control over you. Instead, talk about your need to grow, to be given more autonomy, or your concern about the morale of the team. Remember that no one wants to hear that they are a "control freak." But, you will get much further with the micromanager if you appeal to his/her ego as a leader rather than using criticism of their abilities.

Support from others. If that does not work, try enlisting the support and help from the other managers or owners of the business. If the micromanagers actions and behaviors are starting to affect the company's bottom line, they will be less tolerate or willing to give them "free reign." When talking with others remember to discuss the situation in the context of your own specific department, state the facts and then give concrete examples of how things could be better. A wise manager once reminded me to never attack the individual, but always to explain the situation.

Introspection. Be willing to examine your own role in the situation and how your own actions and behaviors are interpreted by others or the micromanager. Are you giving this person any reason for their actions towards you? Is your work and productivity meeting your own job requirements and of high quality? Is it possible that you are either consciously, or unconsciously, trying to undermine this individual? If you find that you may be part of the problem, take corrective action immediately. Not doing so will make the micromanager even more insecure.

Dealing with a micromanager can be tricky at best. But, if you have a simple understanding of what motivates or drives this individual then you can take steps to ensure that you never give them a reason to feel insecure or threatened by your actions.

If you are a leader or manager, you, too, may want to spend some time in careful introspection to determine if you are exhibiting any of these types of behaviors that may cause your employees, or those you lead, to react in a negative manner.

Source: http://LeadershipSecrets.blogspot.com/

Copyright M. A. Webb, 2004-2006. 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. Please forward a courtesy email to the author including an active web link where it is posted.

Develop and Communicate Your Beliefs

What drives great leaders? Ideas. Ideology is vitally important for any organization. As a leader, you also have a responsibility to share your thoughts and views on the organization (and world) with those who work with you.

Having strong beliefs and values can sometimes be risky in business or politics. Why? Because when you explain your beliefs to others you take on two major risks: 1) the goals stemming from your belief(s) may not be reached, and considered by others to be a failure, and 2) those you lead, or too many others in your world, disagree with your beliefs causing conflict and hampering the success of the organization and yourself as a leader. Fortunately, leadership is not about building consensus or support behind every iniative or project you take on.

For any project or issue, the leader must first determine the substance of that issue. Take into consideration every angle or aspect of the issue. You want to absorb this issue into your thoughts and very being before deciding which position you will take. After you know your personal belief and thoughts on the issue, then you can begin presenting your views in the most favorable light in order to solicit support from others. Avoid trying to work out a solution, or favorable plan to any issue, before you know where you stand with your own personal beliefs and values.

Once you have identified your own personal beliefs and where you stand on an issue, you can begin to carry out your plan and to solicit help and support from others. This is most successfully carried out in three stages, including: 1) Develop your own beliefs and values; 2) Communicate them clearly to those you lead, and 3) Take action as a leader.

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. 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. Please forward a courtesy email to the author including an active web link where it is posted.

Characteristics of Good Leaders

Whether you are a manager, team lead, or a chairperson, you are probably leading a group of people. But, just holding the position of authority does not automatically make you a good leader. A "boss" is someone who gives instructions, mets out discipline and provides rewards when they are warranted. A good leader, on the other hand, uses personal characteristics and skills to help inspire people to achieve great things. One of the biggest differences is that people want to follow a good leader; but they have to follow the bosses orders.

If you take any time at all to study the characteristics of great leaders you will find some common threads on the characteristics they possess. Good leaders:

• Are accountable
• Are trustworthy
• Help to establish vision, values and beliefs for all those they lead
• Set goals and work to create a positive, empowering environment
• Always give recognition for jobs well-done or innovative thinking
• Build "buy-in" in those they lead so that they see what's in it for them
• Are always strong communicators
• Truly care about people and their personal goals
• Help those they lead to blend their personal goals with that of the organization
• Are driven by discipline and habit
• Are always responsible for their actions and that of those they lead
• Offer training and assistance to help people meet their goals
• Provide opportunities for others to take on leadership roles
• Are knowledgeable of the business, but not necessarily an expert

As you review this list you can do a self-check to see where you need to plan for further development of your own leadership skills and characteristics. As you begin your own personal journey into leadership development you will find that it is a lifelong process that can be very rewarding and even fun!

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. 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.

Effective Questioning

"Enlightened" leaders will use effective questions as part of their routine communications with their employees or teams. The purpose of asking effective questions is not only so that the leader can hear the answers, but also that the persons asked can hear their own answers and, thereby, gain some clarify for themselves or begin to adopt or internalize something that they have only grasped intellectually before speaking about it.

Answers that are most effective for people are those that they give themselves. When people are told the answers to questions they may understand the answer intellectually, but they will still need to internalize and understand, or gain clarity, themselves. This is why so many employees are "on board" with the organization's they serve - they have not yet been able to gain clarity or to adopt, or internalize, the issues at hand. As human beings, we have a natural resistance to someone else's answers or ways of doing things, no matter how good or logical they may be. Adopting a leader's way of doing things, thought processes, or the organizational goal and objectives happens much faster when the employee can assimilate and provide the answers on their own.

Finding clarity in our own explanations is empowering and energizing because we see that we have the ability to find solutions on our own. By asking effective questions leaders can generate insights rather than waiting for those rare occasions when they may occur spontaneously. Effective questions are a tool for managing clarity and enhancing creativity as well as empowering those that you lead.

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. 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, Egos and Serving with Love

"In this world we were born not to do great things,

but rather to do little things with great love."

- Mother Theresa

"We are so distracted by our egos that we lose sight of the really important things in this world. This is especially hard for those thinking of themselves as “leaders”. Let go of that “ego” for a while, and forget about being a “leader”. Rather look at an opportunity each day to do something small, for someone else, with no strings attached, that be-speaks the challenge to measure up to doing something with great love. It doesn’t have to be grandiose, nor something that draws attention. The core idea here is to give that deep source of love in yourself a chance to come out – to make a vital connection and difference. Great leaders such as Mother Theresa, walk a humble pathway, and are more concerned with giving than receiving. Try to right the balance this week by reversing your own trends and enjoy the difference. And observe the reaction of others for whom you are making that difference." (from Dr. John P. Keenan, author and creator of Leadership International.)

Copyright M. A. Webb, 2006. 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: 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.