Focus on Agility

Business agility is a term that you hear frequently in business today that deals with being flexible and able to deal with the rapid changes in business and economy on a daily basis. We all recognize that healthcare is volatile, ambiguous, rapidly changing and evolving faster than we can keep up with. As cancer registrars we need to come to grips with the ambiguity of our business and develop a leadership agility that others can model individually and as part of our team.

While acceptance of this ambiguity or volatility used to be an optional trait of leaders, it is now an imperative requirement. Cancer registrars must be able to proactively anticipate changes as well as promote them and adopt them in an uncertain environment. Leaders not only need to be proactive but they also need to engage in planning for continued improvement, or even for restructuring if it is necessary.

With leader’s focus taken up with adjusting, planning and helping others to develop agility and tolerance, they often forget the value and importance of communication. It is very easy in the workplace to settle for email or voice messaging instead of taking the few minutes of extra time to speak to staff or peers personally.

However, studies have shown that it is this personal touch that is going to put leaders back on track and to give them the credibility they need to demonstrate their own agility and preparation for whatever comes their way. Cancer registrars are being watched by their staff, peers, physicians and administrators to see how they will cope, and how they will demonstrate their ability to deal with the changes in medicine and cancer reporting. To succeed as a leader you must first develop your own competency as an agile leader by being willing to shift and change how they approach and think about the work. It is not about doing more with less, it is all about finding new ways to work with the rest of the organization that will determine success. It is very important that the leader put aside their pride and personal interests in order to explore new ways to serve the organization and meet the demands of business.

By working to eliminate apathy and mediocrity, by defining the new work processes and expectations, by constantly exploring new ways to think and do your work, you will develop your agility competency as well as in those around you. By focusing on what you can do as a leader to help people become mentally agile you will develop a new construct and backbone for your organization that can transition their work and goals into value for the patient and organization.

Reality Check

Many leaders are too sure of themselves and think that they know what is right for every situation or person on their team.  You may have observed a leader with this mindset as they have ignored reports and analyses and dismissed them as missing the point, or not "on the mark" in a particular situation or circumstance.  While in some situations leaders can still be successful while ignoring the facts, it is not recommended that this become their routine practice. 

As you lead people on your team in your workplace, community or social setting, take advantage of the different tools available to you and use them appropriately.  Never underestimate the value of solid data and hard research. 

Look Below the Surface

Leaders will use vision not only for problem solving, but also to look beyond the obvious and understand people and their behaviors.  Bill Hybels said that, "Vision is the ability to see beneath the surface of people's lives." 

Most of us can pick out the obvious in one another.  For example, you may say to a friend that "She is gifted," or "He is so arrogant," and your friend might reply with "That is so true!"  Both of you would smile in agreement and maybe even marvel in your mutual observations and insights about others.  But, in reality, all you have done is make a remark (and maybe even an unkind remark) about something that is obvious in another person.  Visionary leaders will not settle for the obvious.  Instead they will look beneath the surface of that person and search for their uniqueness and goodness.  They will look at the heart of their character, their hopes and fears and identify what motivates that person's behavior. 

We need visionary leaders who treat others with kindness and respect and then match people to projects and tasks that are comparable to their skills and abilities.  Look beyond that person's faults or weaknesses and, instead, seek out their potential and draw it out.  Look beyond the obvious and see what is really going on inside that person and what can be drawn out and developed into something meaningful and of value.  It takes courage for a leader to see something in a person that no one else sees.  Be a visionary leader today!

Multitasking The Team

In general teams function very well when each member has a specific task to do or area of expertise and does nothing else.  But, as a leader, you will help your team grow and remain flexible by creating opportunities for multitasking.  Your team will function more efficiently and with less stress when they understand each other's work or responsibilities.  Set aside time for each team member to work with others on the team.  For example, have a follow-up clerk work side-by-side with the cancer conference coordinator, or have your abstracting staff spend a day with the quality control team member.  Multitasking in this manner will broaden the perceptions, enhance skill sets and promote cooperation and team spirit.

Encouragement

"Flatter me, and I may not believe you.

Criticize me, and I may not like you.

Ignore me, and I may not forgive you.

Encourage me, and I will not forget you."

~William Arthur Ward

Permission to Succeed

As a leader and influencer of people, do you generally believe that others want to be as successful as you? You may think that, but quite the opposite is true. As leaders we are responsible for helping others believe that they can succeed and for showing them that you really want them to be successful. So, just how do you go about doing that?

Here are two easy ways to express to others that you want them to succeed:

1. EXPECT IT. People around you, whether you are their leader or not, are influenced by your attitude and, hopefully, enthusiasm. Enthusiasm and energy are contagious. If you are positive, encouraging, enthusiastic and energetic, those around you will be motivated and encouraged. However, if you do not demonstrate any of these behavior traits, then whatever it is that you have will be contagious as well. Take a quick inventory of your attitude. What are others seeing? If you really want an honest appraisal, ask those that you work and live with. What do attitudes and behaviors do they see?

2. VERBALIZE IT. Those you lead will need to be told, FREQUENTLY, what you see in them and what you believe they are capable of doing. They need to hear you say that you want them to succeed. Encourage and support them, tell them that you KNOW they are going to be successful beyond their wildest imagination! Send encouraging notes and become their own personal cheerleader for success. Send a message of positive reinforcement as often as you can.

Once folks recognize that trust that you truly want them to succeed and that you are committed to helping them do so, they will begin to believe what you are telling them and start on their road to success. Nothing is more rewarding for leaders than to see those that they influence reach for the stars!

Copyright Michele A. Webb, 2008. All Rights Reserved.

What is Your Leadership Character?

Take a few moments to consider the basic issues of leadership. An important question to ask yourself is, "Am I a serving leader, or a self-serving leader?" If you can answer this question with absolute honesty, you will have gone to the very core, or center, of your intentions and motivations as a leader.

You can tell the difference between a leader who serves another vs. a self-serving leader by observing how they handle feedback and criticism. If the leader is focused on his/her own needs (ie, self-serving) and career, they will be more worried about their own jobs, pay check or other problems instead of listening to what you are saying to them. They may even be worried that by helping you, or talking with you, that they could be in jeopardy of losing their jobs.

The leader who is more interested in serving their own needs will spend the majority of their time protecting their job and status. Imagine how a leader like this would respond to any sort of feedback you might give them. Of course, they will respond very negatively! Why? Because they may think that your feedback means that you are rejecting them or their leadership and influence.

A leader who is truly interested in serving your needs, or the needs of others will look at the act of leadership as a service. Service leaders not only welcome, but will usually seek out feedback as a useful source of information and a tool they can use to improve upon their service.

"Effective leadership starts on the inside." Ken Blanchard

If you are a "leader in training" or an aspiring leader of any sort, I recommend you take a few moments to think about your own leadership character. Use it as a tool and spring board to change up your own professional development and training. Use the serving leadership principles right away and I guarantee you will see positive results!

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.