On Leadership and Knowing Your Audience

Know Your Audience

Imagine this in your current role: You have taken a position on an issue that really matters to you. And you now need the backing of some of your key colleagues to turn your ideas into reality. 

So what should you be thinking at this point?

Leading Your Path to Success

In thinking about your next steps:

  • You recognise that without the active support of certain of your peer group or seniors you will find it a challenge to move head.
  • You decide that the best thing to do will be to speak with them so that you can take them through your thinking and influence them about the merits of your case.
  • Your arguments make total sense to you. You think they represent good value for your employing organisation, your teams and your customers.

But when it comes to speaking with your senior colleagues about the issues, you find that no one else gets it.  In fact, you are stumped by the degree to which they don’t get it.  As far as you are concerned, you put your case clearly, your arguments were robust and the benefits you described were crystal clear.

And yet still no one else around the table gets it…

Your views were dismissed outright by some of the leaders present and only considered in a shallow way by others.  You were baffled and still don’t know what happened.

On Knowing Your Audience

What could account for why a perfectly sound set of arguments fell on deaf ears?  Put simply, your ideas didn’t hit the spot because you didn’t position them carefully enough for them to appeal to your audience given their concerns, their priorities and their values.

Your plans appealed to you. But they didn’t appeal to your audience to the same degree because you:

  • Didn’t spend enough time at the start of the meeting positioning your proposals to appeal to your audience’s ears and not your own.
  • Didn’t manage the perceptions you created in the minds of your audience carefully enough.
  • Used the wrong arguments.
  • Started the discussion in the wrong place by going straight to your agenda instead of theirs. And, in this case, these two agendas were crucially different.

A Case in Point

Consider the following example:

A team leader decides to approach his boss and outline his plans to re-organise the management structure in his large customer-facing team.  The team leader involved is methodical, systematic and logical in his work style. He succinctly describes to his manager the inefficiencies in the current team structure, the ways in which these inefficiencies adversely affect customer service, and the ways in which they create challenges for inter-dependent teams.

None of this is news to his boss who is well aware of the shortcomings of the team structure. Then the team leader identifies the specific changes in the reporting lines which he wants to bring about, and tells his boss about these too. He is not expecting to have to argue the point. They’ve talked about these problems before, although this is the first time he has presented her with a solution.

He sees this discussion as a done deal and is simply amazed to discover that his arguments do not meet with his boss’s approval.

In fact, she moves the conversation on immediately to a series of other issues which are on her agenda telling her team leader that “This isn’t a good time to be making changes.

The team leader now faces a choice between asking her for more information about why she isn’t interested in his proposals, going ahead with his re-structure anyway and potentially incurring her displeasure, or dropping plans to which he is quite wedded.

Let’s Examine This…

So what happened? 

The boss regards her team leader as being somewhat into the detail and not strategic enough in the way he goes about his business. She has long held this view and has made it an issue between them several times, although never to the point of dismissing his plans before.

She is very much preoccupied with falling sales figures and the impact of the recession, issues which her team leader is aware of but which he hasn’t factored into his thinking sufficiently before he approaches her.  She thinks that her report isn’t bold enough or courageous enough in his plans for his team, doesn’t focus sufficiently well on new business development, and tends to make incremental changes which he values but which she doesn’t think add sufficient value to justify the amount of time it takes him to originate them.

As soon as he starts to speak about altering the reporting structure in his team she, being as preoccupied as she is, forms the view that he wants to make another series of small scale alterations which won’t add much overall value to her operation at a time when her figures are down, clients are not ordering in bulk, and the recession is affecting her revenue streams.

Given all these circumstances she thinks she could reasonably have expected some effective support from her report, and when she hears him wanting to take up her pressured and valuable time with another minor tweak, she switches off without really listening to him and moves the discussion on to other things.

From the point of view of her report, however, a number of issues have been raised. Each of the strengths of his proposition, in fact all of the compelling aspects of it as he would see it, were regarded as weaknesses by his boss to the point where she wouldn’t even consider them.  Instead of gaining political currency for his proactive problem-solving and customer focus, the team leader finds that he loses credibility with his boss in a situation in which they could reasonably have expected to gain it.

Positioning Your Plans and Proposals Effectively

So, what can he learn from this situation? 

  • He needs to think through what his plans and proposals will sound like – what they will mean – to his boss given her different style, values and priorities.
  • He knows she is highly focused on sales and worried about the impact of the recession on the organisation’s figures.  So, to gain her buy-in and appear to be up to speed as she sees it, he needs to start the meeting with his boss: with her current and longer term goals, her priorities on  that day and her concerns at the moment.
  • Having touched based with her and found out what is on her mind, he could then position his re-structure to appeal to her agenda.
  • He could say that while his plan might not bring in more business it will certainly enable existing customers to receive a more consistent and timely standard of service.
  • He could say that it would free up more of his team’s time to examine viable ways of adding value to the services they offer to their existing customers, and enable them to look for opportunities to sell add-on services to them.

Leading a Better Approach

Handling things this way will mean that he presents himself to his boss as someone who is on the same page as her, sharing the strain of getting the numbers up while also presenting himself as proactive and able at adding value to the operation. Using this approach will make it much more likely that he:

  • Avoids appearing out of touch with his manager’s reality.
  • Avoids a series of value judgments which his boss will make about him if she hears his plans as trivial or unimportant.
  • Gives himself the best chance of securing the endorsement of his boss to his proposals.

So, the next time you approach a key set of colleagues to secure their endorsement to your plans: think through how you can best link your proposals to the issues that sit at the top of their priority list so that you stand the best chance of getting the level of buy-in and active commitment you need.

Identify a situation in which you want to influence your peers or seniors to endorse your plans.  Who did you want to influence and in what way?  How will you position your argument with them? What key points do you plan to emphasise?  In what ways will these points appeal to them given their priorities and values?  Where do you want to start to meeting to have maximum influence?  What aspect of your proposals will appeal most strongly to your colleagues and how do you want to present these issues to them?

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——————–

Aryanne Oade is Director of Oade Associates
She is a Chartered Psychologist, executive coach, facilitator, author & speaker
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7 Timeless Leadership Lessons from an Anachronistic Concierge

The Grand Budapest Hotel

Monsieur Gustave H. was a hotel concierge performing at the very top of his game at a time when Europe was heading into its darkest hour.

He was a man so devoted to his profession and committed to his personal values that it eventually cost him his life.  

7 Timeless Leadership Lessons

Here are 7 timeless lessons (including specific behavior & result) to be learned from Gustav H.’s exemplary leadership style at The Grand Budapest Hotel in Wes Anderson’s delightful new film of the same name.

Lesson #1:  Treat Others with Respect

Leadership Behavior:

Imprisoned with brutal thugs and murderers for a crime he did not commit, Gustave H. treats his fellow prisoners with respect, even earning the respect of the grisly (and artistically-gifted) gang leader.

“This is amazing work! Did you draw this Ludwig?”

Result: 

Ludwig includes him in his gang’s successful prison break plan.

Are there any relationships in your team or work circle you would like to improve?  If you want to improve relations with somebody, read why Dr David Burns views treating them with kindness and respect as the key.

Lesson #2:  Fight for your People

Leadership Behavior:

To his own detriment, Gustave H. twice stands up to soldiers on the train for harassing Zero, an immigrant worker (& Gustave’s deputy) traveling without proper travel documents.

“Take your hands off my Lobby Boy!”

Result: 

Full and eternal loyalty from Zero.

Lesson #3:  Treat Clients Well

Leadership Behavior: 

Gustav H. makes his guests feel special by comforting them in their time of need (intimate room visits not recommended).

Result:

He is left a priceless painting from a special patron and guest of the hotel.

Lesson #4:  Know Your People

Leadership Behavior:  

On unexpectedly meeting his new Lobby Boy, Gustave H. takes the time to interview/interrogate him and explain the rigorous demands and expectations on him as Lobby Boy.  During the intense interview, he also gets a picture of Zero’s skill set…which incidentally needs urgent developing by Gustave himself.

Result: 

By knowing what is expected of him and why, Zero is fully engaged and committed to fulfilling the demands and expectations of the job.

How well do you know your people?  According to Linda Hill and Kent Lineback, here are 7 things you should know about your people.

Lesson #5:  Demand the Highest Standards

Leadership Behavior:  

Eating night after night at a long, cramped table in a tiny back room, Gustave H. meticulously briefs his staff on how to maintain and improve the excellent service which is expected of them all.

Result: 

The hotel has an unparalleled reputation for service and quality.

Lesson #6:  Build Your Network

Leadership Behavior:  

Having exhausted all options while fleeing for his life after the prison break, Gustave H. contacts a secret society of fellow concierges for help.

Result: 

The well-connected network miraculously comes to his rescue.

What could you do to strengthen your network?  In what unexpected ways might a stronger network serve you in the future?  This insightful article from HBR provide practical tips on how to build your network.

Lesson #7:  Live Your Values

Leadership Behavior:  

Clothed in dirty rags after breaking out of prison, Gustav H. lives his value of good hygiene by generously spritzing himself at first chance with his beloved perfume.

Result: 

From then on, Lobby Boy and protégé Zero religiously follows his hygienic Best Practice.

Watch the entertaining trailer to get a colorful picture of Gustave H. and his magical world.

Which of these modelled behaviors would help improve your relationships?  Which would improve the performance of your team?  What would it look like to fight for your people, for example?  What might be the result? Please share your key learnings from Gustave H. or other fictional characters who have inspired you and what you’ve done with the learning.

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———————
Timothy P. Nash

Tim Nash is a Development Coach & Consultant based in Munich, Germany.
He helps teams & team leaders achieve peak performance for breakthrough results.
Email | LinkedIn | Facebook | Web

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On Leadership, Communication and Your Email Address

Communication

If you make a list of your pet peeves about work, I bet high on the list are, being kept in the dark, being patronised, and being misinformed.

Contrary to this type of workplace environment, healthy and successful organisations communicate as transparently as they can and keep secrets only as long as is absolutely necessary.

Great delivery also depends upon great communication, which should start at the top.” ~ Sir Richard Branson

Misunderstanding Communication

Talk to many leaders about communication and they think about, “how can I get my message out to the staff?” This is a symptom of how they perceive their relationship with their followers. They are in charge, they’re paid the big bucks to create the vision and strategy and they make all the important decisions.

Consequently they see communication as top-down delivery of their important information which should be understood and acted on in proscribed ways. This “information” is generally perceived by the recipient as poorly cloaked instruction and coercion intended to drive the company’s agenda.

In doing this leaders miss the purpose and full power of authentically open integrated communication entirely.

A Two-Way Street

Communication is at its simplest a two-way interaction but more often than not (and often unintentionally) is multi-directional.

On the one hand, your response to a message from your boss might be restricted to your own thoughts. On the other, you discuss the matter with a colleague who in turn talks to another and so on, with the inevitable distortion created by the rumour mill.

As is the case with the physical conservation of energy, human communications can never be destroyed, they are simply converted into other forms of communication often with unforeseen, unwanted and uncontrollable consequences.

Transparent Communication

Victor S. Sohmen (Drexel University) clearly explains the fundamental role of transparent communication in his paper “Leadership and Teamwork: Two Sides of the Same Coin” in the Journal of IT and Economic Development.

Ask yourself this:

  • If all communications are multidimensional, are never truly secret and you can never learn less from them, why not take full advantage of its power for good?
  • Why not give out your e-mail address to everyone and invite them to use it?

Create equally powerful multiple well-integrated lines of communication bottom to top as well as top to bottom in your organisation. The rest is about building flexible yet robust systems to manage information flow and integration.

Open Authentic Communication

In an excellent article “Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction”, Yafang Tsai clearly describes the fundamental foundation of open authentic communication to building high performing organisational cultures.

Imagine a scenario where the brother of someone who cleans the toilets knows someone who is the father of a genius kid who has recently invented a new widget which could revolutionise your business. If you always excluded that cleaner from contributing their ideas they’ll cease to bother and you will lose out. If that sort of communication disconnect is a cultural norm in your organisation, then you are in trouble.

“The most important thing in communication is hearing what isn’t said.” ~ Peter Drucker

Best-Centered Communication

I am convinced most leaders are well-meaning and attempt to improve communication, but their efforts are generally self-centered and inevitably come across as patronising and back fire disappointingly. A good rule of thumb is to “ask” twice as many times as you “tell”.

As Vincent van Gogh said, “It is the little emotions that are the great captains of our lives.”

If we know that day-to-day we’re really heard, truthfully informed and treated as adults we feel valued, are more internally motivated and are much more likely to identify with our place of work and go that extra mile for the team.

Too many organisations feel that incentives will drive staff to behave like the 300 Spartans who laid down their lives at the battle of Thermopylae in an attempt to drive back invading Persians; THEY WON’T! But if they feel they can influence the future of their organisations THEY JUST MIGHT!

Closing Thoughts

Ask yourself these questions today:

  • Do you feel communicating with staff is a chore or a key element of business?
  • Did you communicate to your staff today? If your answer is “no”, why didn’t you?
  • What information did you send out today, to what extent might it be viewed by the recipient as patronising, opaque or misleading?
  • What open questions did you ask your staff?
  • Who has your e-mail and phone number; why them?

Make a brief cost/benefit analysis if you opened up your lines of communication.

A really good place to find your voice is “Leading Out Loud: A Guide for Engaging Others in Creating the Future by Terry Pearce.

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——————–
 Gary Coulton

Dr Gary R Coulton is CEO of Adaptive Intelligence Consulting Limited
He empowers leaders to release their Adaptive Intelligence
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I’m a Leader Now But No One Likes Me

Confused

What too many people fail to grasp is that one doesn’t become a leader overnight.  You may have the title, but that’s not all it takes to be successful.  To become a good leader takes some planning and experience.

Have you ever felt like this:

“I was “one of them” on Friday, but since I’m their supervisor now, no one likes me.  Why?”

You probably made the jump too suddenly.

Learning Leadership

When people tell me they want to be a leader in their organization or I hear that someone is being looked at to fill an upcoming position, the first thing I tell them is to start the transition NOW.  Plan and learn.

Don’t wait to make a sudden change over a weekend, because you’ll set yourself up for disaster.

Two Lessons on Leadership

Here are a couple of stories to illustrate what I’m talking about.

Story One

Mike has been one of the guys since he started at ABC Company.  He knows his job well, and that of the department, but really only does what’s required.  He watches the clock, is always yucking it up with everyone, and hits the bars every Friday afternoon having drinks with the best of them.

But behind all of that, Mike does think about moving up and his managers believe he has some good leadership potential.  A supervisor position is getting ready to open up in 2 weeks and Mike is offered the job.  That means more money, control and responsibility.  He says he’s up for the challenge.

Mike does nothing to prepare, thinking he’ll learn what he needs to know once he starts.  He continues his ways and on Friday Mike goes out with the gang and pounds shots.  On Monday morning, Mike is a straight-laced, all business, suit, barking orders around every corner.  What do you think the reaction of his staff is to this new look?  “What the h*ll happened to you?”  Is his staff ready to work for/with him?  I don’t think so Tim.

From then on, Mike is in an uphill battle to get respect and support.

Story Two

Patty, on the hand, knew she wanted to be a leader within the ABC Company someday.  Everyone likes her and although she’s also one of the guys, she never goes overboard.

She has fun, but within limits.

Patty, like Mike, knows her job and the department well.  But unlike Mike, she asks questions and tries to understand the business as much as she can.  She also reads leadership blogs online (i.e., Linked2Leadership) and participates in leadership type webinars.  The people she works with know where she’s headed some day.  So it comes as no surprise that when a leadership position opens in her department, she’s offered the job and accepts.

She immediately asks for time during the next two weeks to meet with experienced leaders to discuss her new position and to ask questions.  At the same time Patty discusses how this new position is going to alter her relationships with her,

  • old peers/new team,
  • new peers/other leaders,
  • old/new boss, and
  • . . . family.

How do you think Patty’s transition goes, compared to Mike’s?  I see much success in Patty’s future.

Leadership and Family

When I talk to people about changing relationships, many don’t immediately understand how there’s a change with family.  After all, work and family are two separate things.  Well, not exactly.  Even though we like to keep the two separate, they’re pretty well intertwined.  The added responsibility of being a leader is going to cause more stress, working more hours, and possibly travel, among other things.

Your future is also your family’s future.

Don’t get caught up just looking at the job itself.  It’s going to affect other people besides you.  The better prepared they are, the less stress it will cause.

It’s never too late to learn and plan for the future.  It doesn’t matter if you’re an up and comer, or you’re a director, or even a CEO.  Learning should be a lifelong endeavor.

When we stop learning, we stop growing.

The two books I always recommend to people when they’re starting out in their first leadership role are:

These books are not only good for new leaders but also serve as great reminders and inspiration – and some new info – for the seasoned leader.

It takes little effort, or time, to read a couple of blogs or books here and there.  Then be sure to share that new found information with the people coming up underneath you.  Remember, some of those people are going to be in your position some day.

Have you planned your future?  Do you discuss your future with your family?  Are you investing in continued learning?  Are you helping others succeed?

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Learn, Grow & Develop Other Leaders

——————–
Andy Uskavitch

Andy Uskavitch is Leadership Development and Customer Service Specialist
He develops and facilitates Leadership, Motivation & Teambuilding Seminars
Email | LinkedIn | Facebook | Twitter | Blog |  (727) 568-5433

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Leaders – Don’t Give In

New Hire Orientation

New employee orientation (NEO), or onboarding, is one of the most critical aspects of a new hire’s beginning.  But to so many leaders, from HR to department directors and managers, it’s becoming just a check on a quick list of to-do’s.

“Just get through the paperwork, tell them their schedule and who to report to.”  I’ve been seeing this more and more lately, and I just don’t understand it.

Creating Successful Organizations

In successful organizations, leaders focus on creating a culture that provides a feeling of ownership, belonging, and purpose.

And how best to expose new hires to this culture, that so many have worked so hard to develop, than new employee orientation?

The idea of NEO is not to just throw people some benefit information and tell them who to report to, but to immerse new people in the culture.

This includes:

  • How the organization began
  • What it went through to get to where it is today
  • The people who have made a difference
  • How these new go-getters can understand how they can make a difference

If asked about the organization, everyone should have a similar description of it.

Creating a Magic Kingdom

Probably my favorite quote of all time came from Michael Eisner, former President and CEO of The Walt Disney Company.

He said, “We don’t put people in Disney, we put Disney in people.”

Every new cast member goes through a 3½ day Traditions course (NEO), where the Disney culture is communicated through powerful storytelling.

In The Disney Way, authors Bill Capodagli and Lynn Jackson describe how Traditions was once reduced by one day . . . one day.

 “Complaints from supervisors throughout the parks began to pour in.  ‘The quality of guest service is not the quality we had last season.’”

That extra day was soon added back in and the complaints diminished.

Given Time to Succeed

NEO is the first opportunity for new people to learn about your company.  If they’re rushed through the benefits speech and the safety presentation and not given any information about how great the company is, that’s exactly the kind of employee you’re going to get.

  • You will get employees that rush their job and who don’t  feel any ownership for what they do.
  • You’ll have employees that are there just for a “job,” not a successful “career.”
  • Your company will never see the potential success it could if it properly set the tone in the beginning.

I’ve heard some managers say, “Well, they’ll learn the culture from working in it”.  They sure will.  But the culture they’ll learn is the “underground” culture – not the one that you should be immersing them in from the start.  There’s usually a culture all its own that says, “this is the way that it’s supposed to be, but this is the way that I do it”.

Right From the Start

You must teach the new people, from the start, the importance of your mission and vision and how they should act in order to fit into it and make it successful – whether its following local SOP’s, federal regulations, or putting themselves in the customers shoes to give extraordinary service.

Don’t let them learn things the hard way. Or the wrong way.

Okay, think of it this way.  Ask yourself this:

Why would I just throw a new employee into the fire to figure things out for himself? But if I bought a new piece of machinery, I’d follow the manufacturer’s instructions to set it up and get it working properly?

Getting a new employee going properly and getting a new piece of machinery going properly is the same thing.  You have to “install” a new employee in the culture, just like you would install a new piece of machinery in order to get it to run properly.

Leading By Example

Take a look at the Zappos culture.  This legendary company is one of the most successful customer-service-based companies ever. Everyone, regardless of department, hired into their headquarters goes through the same four week training that their call center staff goes through.

This includes:

  • Company history
  • The importance of customer service
  • Their long-term vision
  • Philosophy about the company culture

Everyone is on the same page because everyone gets the same information and they get it up front.  They know exactly what the company is about and how they fit into it.

Not convinced yet?  Lets turn the tables.  Yes it’s true that employee orientation centers around helping the new employee, but it just could be the company that ultimately gains the benefits.

Think about these company benefits:

  • Reduces costs associated with learning on the job
  • Saves coworkers and supervisors time training the new employee, thereby increasing production
  • Increases morale and reduces turnover by showing the employee he/she is valued

Hmmm, I never thought of it that way.

However you look at it, a strong new employee orientation program is a requirement for success – both for the employee and your company.  It’s been proven time and time again that happy knowledgeable  employees are productive employees . . . and productive employees create successful organizations.

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Learn, Grow & Develop Other Leaders

——————–
Andy Uskavitch
Andy Uskavitch is Leadership Development at Florida Blood Services
He develops and facilitates Leadership, Motivation & Teambuilding Seminars
Email | LinkedIn | Facebook | Twitter | Blog |  (727) 568-5433

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Leadership Lesson: Do You Hear Me?

Hearing vs. Listening

Do you hear me?  Are you listening?

Many people use these two questions interchangeably, but they’re two significantly different questions.  You can “hear” people are talking, but then you can “listen” to what they’re saying.  Let me give you an example.

Hearing vs. Listening

When I was in the Navy, on board USS Theodore Roosevelt (CVN-71), I shared an office space with our Chief Petty Officer.  Basically the only thing separating our areas was a small file cabinet with a 13” TV on top.  In the evenings, I always had the TV on, but the volume low.

Harold asked me one time, with a puzzling tone, “How can you concentrate with the TV on?”

My reply was that I’m not “listening” to it.  I just “hear” the sound.  I really had no idea what show was on.

Straight Talk

The Merriam-Webster dictionary says, in part, that

To “hear” means:

1: to perceive or apprehend by the ear.

To “listen” means:

1: to pay attention to sound.

Big difference.  When you “hear”, it’s just sound going in.  But when you “listen”, you are actually understanding the information.  In other words, you can hear something without wanting to, but you can only listen to something intentionally.  Listening is a skill.

Anyone who’s been a leader for any length of time should realize that you have to learn how to phrase questions properly in order to get the most honest and useful information and understanding in return.

The answer is always going to be “Yes” to the question, “Do you hear me?”, but “No” (at least in their mind) to the question, “Are you listening to me?”

Never ask, “Do you hear me?”

Leadership Lesson: Focus on Listening

Now, with that background, let’s change direction and talk about our listening skills.  Leaders need to focus in order to keep listening, or else we’re just . . . hearing.  Too many leaders have so many things on their minds that if they don’t just stop and focus on listening, it’s not long before they’re thinking about other things and slipping into the hearing mode.

Listening requires you to stop what you’re doing and to have patience with the conversation.

In his book, Creating Magic, Lee Cockerell says, “it’s vital to hang in there, because you never know when a glimmer of an idea might shine through.  The sentence you tuned out on might hold a crucial fact, or reveal an important problem you need to know about.”

A Listening Attitude

If you want to actually listen to someone, and not just go through the actions of hearing, you need to use the proper means.  A lot of my work has been in customer service.  That’s a great subject to take a look at.

How many of you have suggestion boxes, or comment cards?  All you get there are statements that you’re most likely going to quickly glance over and then move along.  Do you send written responses back to the customers?  You tell them that “we hear what you are saying.”  You HEAR what they’re saying.  That doesn’t necessarily mean you are LISTENING to them.

Most people tend to be “hard of listening” rather than “hard of hearing.”

Active Listening

Guest Relations at Walt Disney World used to send apology letters to Guests who complained.  But those letters, like most organizations, are just a form that specific information is inserted into.  So they started phoning the Guests instead, creating a two-way conversation where they could actually LISTEN to the concerns and work them out.

So what can I do right now to start listening better?  Good question.  I’m glad you asked.

  1. Go to the door and greet the person – personally welcome them into your office.  Help put them at ease.
  2. Get out from behind your desk and sit with the person.  Chairs should be the same height so you don’t give off a domineering vibe.
  3. Stop what you’re doing and turn to face the person.
  4. Take notes.  Tell the person that you’d like to jot down some notes while you converse in order to help you understand better.
  5. Unless you’re a doctor on-call, don’t answer the phone.
  6. Use open, positive body language.
  7. Watch the person’s body language to help you “listen” to what’s NOT being said.

Keep in mind what Beverly Kaye and Julie Winkle Giulioni said in their book, Help Them Grow or Watch Them Go“It’s the quality of the conversation that matters most to employees.”

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Learn, Grow & Develop Other Leaders

——————–
Andy Uskavitch
Andy Uskavitch is Leadership Development at Florida Blood Services
He develops and facilitates Leadership, Motivation & Teambuilding Seminars
Email | LinkedIn | Facebook | Twitter | Blog |  (727) 568-5433

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4 Ways Leaders Build Camaraderie

Camaraderie

“Enhancing trust, pride, and camaraderie in the workplace is the central task of effective leadership in today’s organizations.” ~ Michael Burchell

Camaraderie (n)

ca·ma·ra·der·ie  [ kaamə raadəree ]
  1. friendship: a feeling of close friendship and trust among a group of people

Feeling Groovy

Camaraderie has always been important for leaders. Camaraderie and rapport creates interpersonal bond and a sense of unity that makes people feel part of something bigger than themselves.

Think of your own experience. Who were you more willing to follow:

  • A leader who you respected, admired, and had a kinship?
  • Or someone who made you feel uncomfortable?

The best leaders build rapport and camaraderie to help build loyalty for their vision. These leaders understand the importance of connections, partnerships and fulfilling the needs of the relationship economy.

L2L Discussion Please Vote

4 Ways to Building Better Teams

Here are some suggestions on how leaders can build better rapport with the people around them.

Establish Common Ground with Others

When the leaders establishes common ground, they work on uniting, linking and connecting people. These connections help leaders and followers to foster authenticity through meaningful connections.

Leaders need to focus on common ground with others.

Leaders can inquire about different factors that are important to their teams. A great opportunity to connect is to find out about others’ favorite activities.

Find out what’s life experiences others feel important to them. At each of these connections, identify the shared reality that forms the unity of common ground. Try to intentionally listen for the links between your life and theirs.

Demonstrate Empathy

Effective leaders walk in another person shoes to create genuine empathy. Empathy is the ability to understand the experiences from another person’s perspective. Your team needs to know that you can relate to their feelings, concerns and inspirations.

You can demonstrate empathy by taking a moment simply looking, soaking in and considering what it must be like to live in another person’s world.

Ask yourself what it must be like for them to take on the daily activities they engage in as a human being.

As a leader you need to communicate empathy by acknowledging people’s concerns and perspective. Phrases like “Yes that’s a problem for you,” I can understand it’s frustrating to you.”

Be Accessible and Approachable

Building rapport means giving people access to you and assisting them feel comfortable when they are around you.  The best leaders find ways to make themselves available and make time to meet with people who need their time.

Face-to-face communication must be a priority to communicate availability.

Establish real availability with a real open door policy. Create and environment for people to come in and share their ideas, concerns or simply to share a perspective.

This is another opportunity to make the interaction meaningful. It’s about an authentic connection. Listen to what people have to say and create a comfortable setting for people to feel you are genuinely interested in their thoughts.

Apply the Golden Rule

Camaraderie and rapport results from the way leaders respond to followers. As the Golden Rule says, “Do unto others as you would have them do unto you.”

Implement the Golden Rule by asking people, “How would you like to be treated in this situation?”

When we listen effectively, we will find out more about the people we serve. This approach may not work for all people, but find a way to connect and treat each person in a fair manner.

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Tal Shnall
Tal Shnall Coach/Trainer Development Renaissance Hotel Dallas Richardson
He specializes in Service and Leadership Development
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