Leadership Transparency: When the Unexpected Happens

Hiding Under Desk

It is human nature to create our own reason to a problem when something unexpected happens and when we don’t know the true answer.  It is a survival instinct to explain the unexplained and to provide purpose to the unknown.

And when leaders don’t realize this human tendency, it can really damage morale and productivity in the workplace.

Understanding Leadership Roles

A few months ago I had a conversation on leadership capabilities with a General Manager that I have known for most of his career.  We discussed the different challenges for leaders depending on what type of organization they head.  I wanted to get his perspective on the differences he observed in leading his current organization versus leading the mainstream business.

When I mentioned a colleague’s recent move to lead a “turnaround” organization because the previous leader failed, he questioned my premise.

He defended the other leader and the organization.

  • He was adamant that the previous manager was a great leader
  • He insisted that the change was not a result of  any mistakes
  • He also argued that the organization was not in trouble

Getting to the Truth

But my colleague was uninformed and incorrect. He was just plain wrong. And I thought that he needed to know the truth. So having insight into the organization in question and having a long time relationship with this GM, I spent some time with my colleague and gave him the truth.

I was up front and told him that many people simply didn’t know the truth about the situation. And without enough communication on the subject matter, the reason for the leadership changes would probably not be clear to those who worked for the replaced leader. My friend who worked there simply believed something different than what actually took place because he didn’t have the facts.

So in communication the truth, my honesty provided a new perspective to this leader and he thanked me for giving him a new lens on being transparent.

When something unexpected happens and leaders don’t communicate enough, followers will make up their own story which may not paint the right picture.  The leader may think they have provided what’s needed but a high level statement will not be sufficient if it does not contain enough “why.

A Little Closer to Home

I serve on the Board of Directors of my Home Owners Association.  I could write a new reality show on the drama that exists in a community that appears from the outside to be a beautiful paradise.

I have learned that this is not uncommon in large communities.  Who knew?

Due to different circumstances during my tenure, we have had a lot of turnover on the Board and with the Association Manager.  In most circumstances, the board was not able to disclose the reason for the departures without legal risk.

I recently got to know one of my neighbors with a great network within the community.  She told me the various rumors that were circulating on the different departures.  I could not believe my ears.  The stories were so far from the truth, it floored me.

I asked her “how do people make this stuff up?”

When information is lacking, people will create their own version of what they believe to be the truth.  The more distrust in the leader, the more harmful the story.

Impacting Morale and Results

I recently had lunch with a colleague who works for a small company in the Midwest.  She shared an unfortunate example of lack of transparency and the impact.

The CEO of her company unexpectedly announced her departure.

The CEO’s statement followed by a scarce press release from PR created a whirlwind of water cooler talk filled with employees speculating if they should bail ship.  Stories being conjured up included lack of faith in the company, indiscretions, political aspirations, health issues and so on.

It has negatively impacted morale and productivity in a time where the company can’t afford to pause.

My colleague’s concern was that the true reason may never be known which could unintentionally shake the foundation of bench leaders or cause the company to go under.

A Better Way To Lead: Use Wisdom and Truth

Here are a few questions that can point to a better way to handle things:

  • Leaders need to consider when something unexpected happens, how much can and needs to be disclosed?
  • What do employees need in order to have trust?
  • How can a leader turn concern into contentment and acceptance?
  • If legal risks or confidentiality prevent details from being disclosed, what CAN be communicated?

Shortly after one of our Association Managers left unexpectedly and an angry crowd showed up at the board meeting demanding to bring her back, we disclosed that due to risk of litigation, we couldn’t provide details.

Amazingly the noise stopped!

We didn’t have to disclose the details, we just had to provide the “why”.

Have you experienced a leader being transparent in a rough situation that resulted in unexpected success?  What examples do you have of leaders not being transparent and the consequences?

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Learn, Grow & Develop Other Leaders

——————–
Cheryl Dilley
Cheryl Dilley 
is a Program Director at Intel Corporation
She is a transformation leader, coach, and program strategist
Email | LinkedIn WebFacebook

Image Sources: workwithjeanniealaimo.com

Leader Failures: The Art of Falling on Your Butt

Leader Falling Down

Not all leaders have a perfect path from inception to glory.  There are books, blogs, countless keynotes and movies filled with money-making stories of leaders overcoming failure. 

If a leader learns from mistakes made, then leadership skills can evolve, grow, and flourish.

Waiting My Turn

Like many others at my current company where I have spent the last 20 years, my role as a formal leader has increasingly been reduced. As the economy fails to recover and Baby Boomers can’t afford to retire, the heaviness at the top grows continually larger resulting in crowding in the upper layers.

Talented potential leaders are stuck below the next rung on the ladder and competition at the top breeds a cut throat “survival of the fittest” culture.

If you work for a large corporation, have you noticed this same trend?

In the “balanced world,” these great leaders would be successfully managing big teams and growing their people and the corporate revenue.

But in the real world, those talented leaders, if lucky, are put into individual contributor jobs, trying to make as much positive impact as possible in the shadows of some great and some not so great leaders who are permanently cemented in their positions.

Many leave to pursue better opportunities. If they remain, small mistakes mean big tumbles. I have made my share of skid marks, leader lessons, and recovery still-pending…

Finding Yourself On Your Butt

On Your Butt

After falling on my butt as a leader multiple times, it was extremely ironic when the analogy of falling on my butt became literal.

As a Certified Career Development Instructor, I hadn’t taught a class in over a year. I felt as an instructor, I needed to have a positive career story for my students to be inspired.

Previously, the story of being non-technical in a technical company and how I worked my way up from a temporary administrative assistant to a director of a high performing team was the motivation behind teaching.

Getting others to rise to their potential and love what they do fed my desire to teach and to grow others. My struggle to get my leader ability back on track these last few years didn’t seem like a story worth sharing. When an instructor had to cancel, I hesitantly agreed to cover.

I had taught the class many times so I wasn’t concerned on the delivery; I was concerned with my credibility.

Falling on My Butt

I was lucky that the class was extremely energetic and engaged. 30 minutes into the session, I was walking backwards (never a good idea… and in wedges none the less…) in the front of the room and tripped over a chair, landing flat on my back.

As the students gasped and I heard “are you okay?

I lay on the floor looking up at the ceiling thinking “I just fell on my butt… Wow fitting; how awesome!”

I laid there for a minute pondering my next move….

Option A:

Jump up, tell my students to play hooky the rest of the day and run out of the room?

OR

Option B:

Do the same thing I had been doing for the last few years with my leadership stumbles:  Get up, brush myself off and do my best to deliver the most awesome class ever.

I decided on the latter.

The Power of Focusing on Solutions

I do have to admit that due to my less-than-graceful stunt, the class was focused on my every move. More so for my next potential face plant than the compelling delivery of the content I am sure.

After class I had a student come up to me and say “You handled that [embarrasing situation] with such grace, what a great day!”

My response to her was “Well, what else could I do, run from the room screaming?”

The unscripted fall reminded me of the lessons I have been living as a struggling leader and that I need to keep top of mind:

  • If failure wasn’t an option for leaders, we wouldn’t have many in this world
  • Failure, if used as a vehicle to learn, adapt, improve, can help a person become a better leader
  • When you fall, get up and keep going. Even leaders are human
  • People fear perfect leaders if there is such a thing. Failure, fumbles and stumbles bring leaders a little closer to the heart of their followers.
  • Don’t blame others for your missteps. When mistakes happen, look inside first, always

I am still worn from trying to land solidly on my feet in an ever challenging environment but at least after my class experience, I know that when I literally fall on my butt, I can get back up on my feet and deliver.

What are some of your stories of failure and recovery?

**********

Never miss an issue of Linked 2 Leadership, subscribe today here! 
Learn, Grow & Develop Other Leaders

——————–
Cheryl Dilley
Cheryl Dilley 
is a Program Director at Intel Corporation
She is a transformation leader, coach, and program strategist
Email | LinkedIn WebFacebook

Image Sources: seattleinjuryaccidentlawyer.com

Leaders: True Transformation Has to Start at the Top

Transformation

There is an undeniable trend of transformation going on in corporations around the globe. 

Economic crisis, bad politics, global climate changes, survival and disruptive technology are just a few reasons behind the trend. 

Reinventing Your Leaders

Many companies, large and small have to come up with creative ways to reinvent themselves.

This requires change:

Tops down, Bottoms up, Sideways change!

Many companies not only have a focus on their product, sales approach or services reinvention, but reinvention of their leaders.  demand for newer, softer approaches to leading such as Collaboration, Emotional Intelligence, and Change Leadership are prevalent.

The Softer Side of Success

Many authors, consultants, experts are reaping the benefit of the trend.

But at the heart of the change isn’t a consultant, a nifty new diagram or model, it’s the leader himself.

I have been leading cross-company transformation efforts for most of my career whether at the micro-level of a single project or service, or at the corporate level.

From my experience, introducing the softer elements of business can be the smartest thing to do to really reach the bottom line. You can easily get an executive sponsor to champion the effort if it pertains to a new way of thinking of a project or how they do business.

Where the transformation gets dicey is when it requires personal change from those at the top, not just in voice but in actions. 

The Transformation Script

So here is the rundown of how it goes…

  • An executive staff meeting will yield a consensus of nods that “yes, the company has to change.”
  • They will debate for hours on what has to change, who has to change and how they are going to go about the change.
  • The Leader is willing to put his staff through the new academy or intensive training program and easily pays for it, allows direct reports to take the time to go through a program and even does a corporate video to rally the troops.

Now comes the real test of what does that leader have to change in himself.  It goes beyond the head nod and staff development but becomes personal development.

They get in the trap of believing they are already role modeling the new way.

Well if they were living the new way, the rest of the organization would have already followed the leader to the new normal.

Starting at the Top

For a real transformation to happen, it has to steep itself in the new culture and it has to start at the top.  The leader can’t just identify the need for change.

To be effective, he has to:

  • Lead it
  • Champion it
  • Invest time in it personally
  • Embrace it
  • Sponsor it
  • Mentor others
  • Coach them
  • Guide them

He has to walk the talk and be able to show visible change within himself for others to follow.  He has to course correct as the environment changes or the company strays from purpose.  Where I’ve seen great programs falter is at that critical point when a leader says this:

“What do you mean I have to change?” 

Efforts that don’t have this important recipe of top leader adoption die on the vine while the next new shiny object sucks up more time, energy, money and resources waiting for the next big thing to guide them on the path of transformation.

**********

Never miss an issue of Linked 2 Leadership, subscribe today here! 
Learn, Grow & Develop Other Leaders

——————–
Cheryl Dilley 
is a Program Director at Intel Corporation
She is a transformation leader, coach, and program strategist
Email | LinkedIn WebFacebook

Image Sources: ashpfoundation.org

Lazy Leaders: Get Off Your Pedestal

Drunken King

Whether leaders put themselves on a pedestal or the employees who work for them do, the pedestal is a wobbly place to be especially when the ground shakes beneath it.

I recently interviewed for a position in our Executive Leadership Development organization.  The interviewer, a person I’ve known for some time and greatly respect, had some of the best interview questions I’ve come across.

One question which resonated with me: 

 “If you could sprinkle magic dust over our leaders to change a perception or the way they do things, what would that be?”

The Faux Pedestal

In previous positions, I worked closely with technical assistants or directly with the executive.  What I found most interesting was that in many cases, employees feared these executives or put them on an unrealistic pedestal.

I also discovered that an executive’s technical assistant could be much more demanding than the executive would have condoned.  Leaders cannot be successful unless the people they lead respect and trust them.

Fear rarely triumphs.

Jim Collins outlines the issue when leaders care about themselves more than the institutions they are responsible for in his article The Misguided Mix-Up of Celebrity and Leadership.

A Most Respected Leader

The best memory of my favorite, most respected executive was the leader of the sales and marketing organization, we’ll call him Shane.  I had taken over a highly visible position running our largest internal conference.

I was quite nervous to actually hold a meeting with him the first time. I thought it odd that everyone was waiting patiently outside of the conference room when the clock struck 2:00pm.

Then I realized we had to “wait” until Shane invited us in.

One of the meeting attendees came up to me nervously and said “I promise I won’t speak.  I know that you aren’t supposed to speak, especially when Shane is thinking.”

My first thought was to run for the exit door.

A Better Approach

Was this exemplifying the “open door” culture my company embraced?  During the meeting while waiting for the thinking process to happen, I did not get the critical decisions I needed to move forward.  So my initial reaction after the meeting was that this standard approach was not going to work going forward.

Needless to say for subsequent meetings:

  • I entered the room at the time the meeting was to start.
  • I led the conversation to ensure the critical decisions were made.
  • I didn’t stress about the order of slides but focused on the context.
  • I was also very selective about having groupies not in attendance.

This created an environment of trust built around the conversation.  This approach allowed me to get what I needed and what Shane needed to make the necessary data driven decisions.  The two-year relationship was one of the best I have had with a great leader.

I am always amazed how employees still hold Shane on a pedestal he never put himself on.

He is the most “real” leader I’ve ever met.

It is a shame that others don’t get the opportunity to get past the celebrity persona.

Acting Like Drunken Kings

Unfortunately all of our executive leaders are not like Shane.

  • I have dealt with leaders who demand special treatment even though it goes against our company culture.
  • I have seen leaders dismiss the “peasants.”
  • I encountered one leader whose entourage walked around introducing themselves as “I’m John, I work for Mike”.  “I’m Chris, I work for Mike.”

Apparently I hadn’t had the privilege of drinking the “Mike Koolaid.”

In many cases regardless of a leader’s inappropriate pedestal, employees are still spellbound.  In many cases for those who see through the ego and acts of greatness, the disappointment and de-motivation comes at a high cost that the leader doesn’t even realize.

 The key lessons on the Pedestal Phenomena:

  • Get off the pedestal, it doesn’t benefit anyone including you
  • Be real.  If most employees knew leaders for the people they really are as human beings, the respect and output from the employees would be much higher
  • Make sure the ego doesn’t trump the cultural expectations of the ranks
  • Leaders need to be involved, human and respectful.  Remember “it takes a village” to run a company.  Every employee plays a role.
  • Don’t forget your roots.  Unless you are royalty, most aren’t born into a leadership role; they all started somewhere and earned their role to lead others.

**********

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Learn, Grow & Develop Other Leaders

——————–
Cheryl Dilley 
is a Program Director at Intel Corporation
She is a transformation leader, coach, and program strategist
Email | LinkedIn WebFacebook

Image Sources:  getasword.com

The Penalty Box: Plight of a Good Leader

Penalty

Believe it or not, leaders are human too. They make mistakes. And they suffer the consequences like the rest of us.

These mistakes can result from many reasons:

  • Not having all the right information before a decision is made
  • Not understanding the impact to all levels of the organization
  • Underestimating underlying relationships between stakeholdersmanagerscustomers, or peers
  • Not comprehending where alliances reside within the organization and among the upper ranks

Mistakes can also happen when a split-second-decision or choice ends up being the wrong one sending waves of repercussion.

On Mistakes and The Penalty Box

I recently reconnected with a dear friend of mine who I deeply respect as a manager and a leader. She shared with me her story of the Penalty Box. With her permission, here is Janet’s story.

Things are going good…

Janet had the pleasure of being promoted to manage a phenomenal team. The organization felt the stars had aligned and the teams were finally under the right umbrella.

Things turned bad…

But unfortunately paradise was short-lived. The leader of the larger organization (who we will call Bob) continually made bad choices that seemed to come straight from “Five Leadership Mistakes of the Galactic Empire.” Janet had made several attempts to escalate the issue to his managers. But this backfired on her. And unfortunately, this was a big mistake.

Her efforts backfired on her because she failed to comprehend the alignment of “The Good Ole Boys Club.”  

But things got better…

But over time, fate finally prevailed and the leader’s bad deeds caught up with Bob through an anonymous tip to the Ethics Committee. When the investigation hit, all of the documentation of issues she had provided to senior leaders were disclosed.

  • Hands were slapped for years of inaction.
  • The time between the escalation of the issue and the termination of Bob was quick.
  • Janet felt for once that “the system worked.

But things got worse…

What Janet did not comprehend was the aftermath it would have on her as a leader. The victory of a bad apple finally ousted became overshadowed by hurt egos from the VPs who had allowed a poor leader to wreak havoc for years.

Vengeance was swift, too:

  • Janet’s team was yanked and dispersed to the winds
  • She was moved to an individual contributor role; career death to any manager
  • She was told by Human Resources they couldn’t talk to her about it
  • And oddly, HR couldn’t explain her high manager feedback scores

The process finally became crystal clear:  “protect the manager and the company at all cost.

And they got even worse…

The additional consequence was her team believed she too must have done something wrong.

She was wrongly convicted:  Guilt by association.

Because everything had to be kept confidential, suspicion turned to distrust.

As the saying goes… No good deed goes unpunished.

On Misery and Its Company

What amazed me even more than the plight was what Janet told me next. She started to have conversations with other leaders and managers she trusted to get some advice on what to do.

Story after story emerged that was very similar to her own plight. She discovered that with high-stress, individuals take one of two actions:  Fight or Flight.

  • Many of the trusted colleagues fled
  • They left the company
  • Took a leave of absent
  • Accepted a demotion
  • Or moved to a different department

My friend had tried to move to another internal position, but was blocked from jobs she was more than qualified for.

This was when she decided to FIGHT!

Bringing It

Janet took the initiative to encouraged her manager to take on a critical transformation program. Within 18 weeks, she delivered a program that had not yet successfully been delivered before. Within 13 months the team developed a fully comprehensive world-class employee development system.

What a fight indeed!

Unhappy Endings

Unfortunately this isn’t a fairy tale with a happy ending. My friend is still in the Penalty Box because the VPs of the past still lead the organization.

Despite her accomplishments, she has not regained much needed trust to make her career there a success. Unfortunately for her, her company, and her career, her next step will probably be to leave the company.

She will take with her some valuable leadership lessons:

  •  Always understand underlying relationships within an organization, past, present and future
  • Comprehend where alliances reside amongst the leadership ranks

True Leadership

True leaders fight for their teams and their companies first and foremost. Unfortunately, many individuals today who hold leadership positions have regressed to “Survival of the Fittest.” As companies continue to get more and more top-heavy, the battle will continue to get uglier. The need for true leaders is more important than ever.

My final question to her was, where do you go from here? She told me her new golden rules: Even when others don’t believe in you, believe in yourself. Trust your gut, and those few trusted advisors.

Hopefully for this true leader, fate will prevail to release her from the Penalty Box landing her in the best job of her life.

**********

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Learn, Grow & Develop Other Leaders

——————–
Cheryl Dilley 
is a Program Director at Intel Corporation
She is a transformation leader, coach, and program strategist
Email | LinkedIn WebFacebook

Image Sources: seomoz.org


How Important Are Informal Leaders?

Informal Leaders

There are many articles out there asking questions like:  Are great leaders born or bred? And there are many answers to this question.

I like this quote as an answer:

“Leaders born to be bred.”

Hierarchy or Not

Most of us realize that leadership does not have to come from the top in order to be effective.  In my 20 years working at a high tech global company,  I can attest that I have seen numerous informal leaders in every layer of the organization.

Leadership doesn’t always come from formally appointed leaders or managers. Vision is driven from above, but the implementation happens below.

And without good leadership at every level, success would not be achievable.

Informal Leadership

One of the best examples of informal leadership that I’ve witnessed actually comes from Pat, my Administrative Assistant of 5 years.  (Actually a title like “Right Hand Woman” or “Chief of Staff” may be a more appropriate title for her.)

Pat isn’t the lead admin in our organization, but she regularly steps up to lead everything from the monthly birthday celebrations to a site wide event focused on women.  I’d like to share examples where Pat stepped up and not only helped herself and her peers, but helped hundreds of women gain something either personally or professionally.

Here’s How It’s Done

Pat took charge of the Council of Administrative Assistants for our site when no one else would step up.  She turned the meetings from vent sessions to productive meetings not because someone told her to but because she saw the need.

One of the outcomes was setting up an Education Group focused on the development of Administrative Assistants.  Her first win was persuading me to train the community how to write their own accomplishments for their Annual Performance Reviews.

Most felt the daily, menial tasks didn’t have much impact.

But after 4 hours of sitting in a classroom with me and another senior leader, we had 80 motivated women, proud of what the contributed to their group and the company.

This was done out of one idea from an informal leader.

To Infinity and Beyond

Once Pat saw the impact, she was inspired to go broader.  I had given her a book I had randomly picked up at a ASTD Conference that greatly inspired me: Pitch Like a Girl by Ronna Lichtenberg.  She loved the book so much that when ideas were needed for an educational event, she wrote the author and asked if she would speak.  She said yes!

I didn’t help Pat initiate the contact with Ronna, she felt inspired and drew on her own courage to reach out. What could have been the worst outcome?  Ronna could have told her no and she would continue her search.  Not only did she bring Ronna onsite to talk to the admin community, but the senior women leaders had lunch with Ronna and all of the women onsite were invited to listen to her wonderful words of wisdom.

If that wasn’t outdoing herself from the Brag training and Ms Lichtenberg, this year, Pat convinced our Chairman of the Board to come to our site.

This time she not only invited the admins, but their managers.

It was an amazingly motivational day that still resides in the memories of all who attended.  Most employees, no matter how long they’ve worked at a company don’t get the opportunity to meet the senior leaders let alone the Chairman of the Board of Directors and here from the top what they contribute and how they can grow and develop.

Reaching with Vision

Who sparked Pat’s leadership and courage?  She did.  As her manager, I encouraged and didn’t get in her way but I provided Pat the opportunity to lead where she felt she could and where she saw the need.  No one told her “no” or it’s not your job.

Imagine what inspirational innovation would spark if we allowed more informal leaders to step up and do something wonderful?  As a leader, how do you empower informal leaders?

**********

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Learn, Grow & Develop Other Leaders

——————–
Cheryl Dilley 
is a Program Director at Intel Corporation
She is a transformation leader, coach, and program strategist
Email | LinkedIn WebFacebook

Image Sources:  fatherlovesaj.com

Related articles

A Leader’s Boss: The Key to Success

Roller Coaster

Everyone has a boss. Even the CEO answers to the Board of Directors. The BOD answers to the employees and shareholders. In the workplace, one’s boss can be a key ingredient to the performance of a leader and their team.

We’ve all heard this phrase:

 “A leader is only as good as the people who work for them.”

Successful Leadership

In order for a leader to be highly successful, they must also have support from their boss.

This is true:

  • No matter the role
  • No matter the size of the organization
  • No matter the position

So what do you do if your manager does not provide a sufficient support infrastructure?

What if your boss or leader doesn’t have your back?

A Story of Teamwork

In 2004, I took the role of managing an organization that very different for me and my experience. It was vastly different because, for the first time in my 15-year career, I didn’t actually know the intimate details of what my team did.

Fortunately, my manager at the time was one of my biggest fans and had faith that I was up for the challenge.

Historical Perspective

Previously, I had always started as an individual contributor and grew the program into a worldwide organization.  I had done this several times in my career.  This was easy because I had a natural progression knowing the ins-and outs of every facet of the business unit.

However with this new position, this was the first time that I actually had to rely on my team to get the job done and take the high road on leading versus being a program manager who also happened to manage.

The team had tremendous growth and achievement in their first two years under a much more collaborative management style than they had previously.

As time went on, I ended up with a new manager after two years; someone I didn’t know.  She was not the same as my previous boss who supported me unconditionally.

As we all know… at most big companies, organization changes are inevitable. Some are good, and others come with more challenges…

Changing Gears

I could tell this new boss was extremely passionate about her people,  but had many misperceptions about my team and how we drove our business.  For a team who had come a long way in customer orientation and optimizing a hugely complex program that touched most of the company, having a general manager who didn’t “get it” became not only a challenge, but a roadblock.

After struggling for a few months and seeing the impact on the team, I decided the only way to educate my manager was to do this:

Bring her along for the ride!

Game Plan: Leading Up

I had her attend every kickoff meeting, post-mortem, and site visit.  I spent the time with her openly discussing what was working well, the challenges and what the team was doing about it.

After the fourth round, she started to see the team the same way I did.

She saw us as a group of dedicated, talented individuals highly committed to their craft.

Enjoying the Ride

Since that experience, I have kept this recipe for bringing support from above along for the ride:

  • Provide the leader every opportunity to observe the team in action.

Give them the good, the bad, and the ugly.  Understanding a team’s challenges is as important as understanding the successes.  A leader can only help if they know what is needed.

  • Make them part of the process.

Ask your manager to kick off face to face meetings, attend important working sessions, meet 1:1 with your team members and with every opportunity, deliver the team’s elevator pitch above, below and sideways.

  • Show them, don’t tell them.

A presentation is only words on paper.  “Actions speak louder than words” (Fran Lebowitz).

  • Communicate, Communicate, Communicate.

Keeping a leader informed, not too much, not too little, but just the right amount keeps them engaged and committed.  If you don’t inform them, someone else will or they will make up their own perceptions.

  • Coach your team on executive interaction, expectations and team representation.

Knowing how to manage up isn’t knowledge given at birth, it needs to be taught and role modeled.  Make your team aware that the spotlight is always on.

  • One unsatisfied customer who escalates is 100 times louder than 1000 satisfied customers.

Treat everyone the way you want to be treated regardless of the reciprocation.

Implementing these actions not only ensures your manager has your back but it provides clear expectations on not only what you expect from your team, but clearly lets your team know what your manager expects from you.

The benefit is a healthy team led with transparency!

——————–
Cheryl Dilley
is a Program Director at Intel Corporation
She is a transformation leader, coach, and program strategist
Email | LinkedIn | Web| Facebook

Image Sources:  farm4.static.flickr.com

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