What are leaders accountable for?

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When you move into a position of leadership, you don’t get more power; you get more accountability.

Six key accountabilities that come with leadership:

  1. Strong character. The best leaders are integrated leaders. They live in alignment with their values. They earn respect from others through their own self-respect.
  2. Modeling personal development. Positional leaders set the tone of the culture. The best gift to your team is your own development that will inspire passion around you.
  3. An ownership mindset. The best leaders understand that all blame is a waste of time. They foster personal responsibility by modeling the way.
  4. A commitment to the strengths of team members. Most of us have little sense of our unique abilities. The best leaders build on people’s strengths, not their weaknesses.
  5. A results orientation. The best leaders have high standards and finish well. They are committed to building a culture oriented toward results.
  6. A servant mentality. Servant leadership focuses on supporting and empowering others to achieve results rather than accumulating power or personal gain.

If you are committed to being an accountable leader, join me in my complimentary webinar on March 28: https://davidirvine.com/complimentary-webinars/

Five Common People Myths

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  1. You can fix people if you send them for coaching or therapy.
  2. If you want to make changes in your life, strengthen your weaknesses.
  3. To show care and support, make it easier for people.
  4. Tough conversations harm relationships.
  5. When someone’s personal life is a mess, it doesn’t necessarily affect their work.

Five Truths About People

  1. None of us need “fixing.” However, when motivated, coaching or therapy can help develop self-awareness and personal growth.
  2. Strengthening weakness is a bad investment of time and energy. Instead, invest in strengthening strengths and delegating weaknesses to someone whose strength is your weakness.
  3. You don’t support people by lowering your standards or making it easier for them. You support people by being in their corner in tough times.
  4. Tough conversations, if done effectively, will strengthen relationships.
  5. Life is one indivisible whole. Any area in your life that is in shambles will impact every area of your life. And improving any area in your life will also improve every area in your life.

Become a Digital Minimalist

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Recently I watched a family in a restaurant as they ate their entire meal looking at their phones. None of them actually interacted with each other the whole time.

Tech companies design devices and apps to be addictive. It’s how they make their money. In my Authentic Leadership Academies, I ask participants is to leave their phones outside. It’s not an easy ask, especially the first day. But by the end of the week participants leave freer, more at peace, and more connected to themselves and others than they have felt in a long time.

Until about ten years ago, it was unavoidable to have times in your day when it was just you alone with your thoughts…while in line at a store, waiting for an elevator, walking the dog, commuting to work, at the gym. Now we’ve banished that time.

I love Cal Newport’s approach to technology. He calls it becoming a “digital minimalist.” Turn off your phone periodically and take your freedom back. Stop relying on digital media to meet our emotional needs or distract us from the discomfort of reality, and use for the function for which it was developed: information sharing and communication.

Let’s reconnect to ourselves and to the world around us. Let’s become digital minimalists.

Psychological Safety: It’s About Good Leadership

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Psychological safety, no matter how you spin it, boils down to basic good leadership. And good leadership is best measured by one question: Do people feel safe to bring you the bad news?

There’s always bad news. People make mistakes. Expectations aren’t met. Frustrations arise.

Don’t gauge the health of your leadership by the amount of bad news, but by how people deal with it. If you aren’t hearing bad news maybe people don’t feel safe to tell you the truth. You can’t simply have an “open door policy” and expect that people will bound through that door. You have to get out of your office, engage, be intentional about listening to concerns, genuinely care about your people, value their input, and, above all, be honest about mistakes you make. You have to model bringing bad news responsibly – without blaming or criticizing.

Good leaders who make it safe to bring the bad news unlock potential, foster trust, drive innovation, and improve team performance.

What are you doing to make it safe for people to bring you the bad news?

Unveiling Beauty Through The Lens of Clarity

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I woke up last week after cataract surgery to a renewed appreciation of the beauty in the world. With the haze of clouded vision gone, the sky is brilliant blue. The trees have a hue of green I have not known for years. The snow on the mountains looks pristine white. With renewed visual clarity and color perception, I’m truly seeing the world through a new set of lenses. It feels as though I have been transported into a new earth.

I’ve been reflecting about the gift and the curse of adaptation, as in when the cataracts, over time, cloud our eyes to the point of not knowing what we don’t know. The curse comes when we adapt so well to our circumstances, we can become blind to the toxicity of relationships. It isn’t until we step away with a new set of lenses that we realize how we’ve been adapting to something that’s limiting and even harming us.

It’s important to pay attention, to stay present, and to step away periodically to renew our perspective.

RISE ABOVE – Unleashing Potential Through the Power of Accountability

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From the ages of fourteen to eighteen I worked part-time alongside Bob Dye, a carpenter that my parents hired for renovation projects. I remember the care that Bob put into his work. He was a true craftsman. He left nothing to chance. He took pride in his work. He taught me how to hold a hammer and how to sink a nail. He taught me how to use a power saw safely and how to square a floor in a crooked house. He showed up every day on time with a smile on his face and a positive attitude. Whether he was framing or finishing, craftsmanship showed through in everything he did.

He was patient with me when I made mistakes. I think he liked working with me because I showed up on time and worked hard. In hindsight, I’m sure I slowed him down, but he never mentioned it. I remember cutting a dozen two-by-fours three inches too short. He smiled and responded, “I also had to learn the hard way that it’s always good to measure twice and cut once.” I imagine my dad talked with him about having him apprentice me, both in carpentry and in life. My attitude was certainly bigger than my skill level, and he respected me for that. He was shy and gentle and had a big heart and was always kind and generous to me. I looked forward to working alongside him on Saturdays, after school, holidays, and summers. Dad would work with us whenever he could. I’m grateful that I had older men in my life that loved me, took time for me, and were good role models.

My parents paid Bob by the project, and when the project was done, he would give them an invoice and say, “Take your time and inspect our work. If it meets your standards, pay me. If not, there’s no charge and we’ll re-do it.” Bob was serious, even though not getting paid would have put a severe financial hit on his family. He also had a respectful way of making me feel part of his team, that we had achieved this together, even though he did the real work and there was just the two of us.

That pay-me-when-you-know-it’s-done-right approach was not a show. It was a demonstration of integrity. It was an expression of his character. And not once, in all those years, did we have to re-do a job or not get paid. As it turned out, Bob inspired me with a blueprint for how to run my business for the past forty years.

It’s inspiring to be around an accountable person, a person that can be counted on, a person that takes pride in their work, who demonstrates care and civility, who shows up, is committed to creating value before they get paid, and who makes you a better person for being in their presence. I’ll always cherish Bob for being my mentor.

Accountability is not a hammer to punish people. Accountability was never meant to be used as a disciplinary measure. Even though we need to face the consequences of our choices, accountability is not an HR performance management process or appraisal program. Accountability – the ability to be counted on – is a philosophy of life that inspires and empowers us to rise above mediocrity, renews our workplaces, restores our mojo, and gives us our freedom.