ACCOUNTABILITY: It’s Not About Criticism. It’s About Clarity

/in , , , , /by

In my role of board chair in a non-profit organization I’ve felt some strain the past few weeks. I’ve imagined that the executive director is unhappy with the board and am wondering whether we’re best serving this organization. An incredible board member who has been the glue holding the organization together since it’s inception is stepping down now that her tenure is up. I’ve been questioning if I’m able to fill her shoes. It’s stressful when you are unsure if you are meeting the expectations of the people who depend on you.

What I’m going to do this week is meet with the executive director and ask for help. We are going to discuss and negotiate what we expect from each other and how to best support each other. We will clarify how we define success in this organization, our agreements with each other, how to measure expected results, and what to do if either of us inadvertently gets off track. In short, we’re going to reset the compass of our relationship.

What we’re going to do is be accountable to each other. It’s not about blame or accusations or fault-finding or finger-pointing. It’s about ownership and clear agreements.

Accountability lies at the foundation of every good relationship. It’s meant to foster trust, decrease stress, build fulfilling connections, and get a grip on results that matter.

Five Ways Leaders Accidentally Create Dishonesty In Employees

/in , , , , , , , , , , /by

Honesty is a key value for any organization. It sets the tone for the kind of culture you are committed to create. It provides consistency in behavior. And it builds loyalty and trust. Honesty is one of the most effective ways to establish the environment that will propel your organization to long-term success. As a leader, the importance you place on honesty can create a culture where your team members feel inspired, empowered, and validated.

Moral dishonesty, such as stealing, padding expense accounts, or lying about results can unfortunately be a part of an organization. More subtle and every bit as important, however, is psychological honesty.

  • What is the experience of your team members working in this organization?
  • Do people feel free to bring you their concerns, questions, or feedback without fear of reprisal?
  • How tense do people feel working around you?
  • Can people be honest with you about your leadership?
  • And how do you know if people are giving honest answers to these questions? How much are people on your team choosing to be merely polite rather being genuine?

Here are five ways leaders accidently create dishonesty in their team. I say accidently because no one sets out to create a dishonest work environment. Often, however, amid stress, demands, and particularly in a hybrid work environment where we may not be as connected to our team, we may inadvertently overlook some unintended consequences of our behavior.

  1. A lack of transparency with your team about why you made a decision. If you aren’t modeling honesty, it’s difficult to expect it.
  2. Unacknowledged stress, tension, and anxiety. It’s tough enough to be honest with your boss. But when you add emotional volatility to the mix, you are inserting a variable of instability which encourages being polite rather than genuine. It is for this reason that leaders must pay close attention to how they act and communicate. To create an honest workplace, you must attend to your inner state. Whether you see it or not, if you have unrecognised strain, tension, and anxiety, your team is likely going to hold back telling you the truth. Volatility breeds unpredictability. And unpredictability breeds dishonesty.
  3. Talking over people. When we interrupt others rather than sincerely listen, we give the message that we think we are smarter than they are, that they aren’t as valued, and aren’t needed. I, for one, am guilty of this when I’m feeling stressed, pushing for results, and forgetting about the importance of the people on my team.
  4. Ignoring people’s emotions. One of the biggest mistakes you can make is to ignore your team members’ feelings. This error often occurs when a leader is either unable to deal with their own emotions or are overly focused on tasks and results. The key here is empathy: you will succeed only when you care enough to attend to those around you. You are less likely to increase anxiety in others if you consider how your actions impact them. It’s your responsibility to be attentive to how people around you are doing.
  5. Defensiveness. This is the big one. If you ask for feedback in these areas, you need to let go of needing to be right to protect your ego. As Steve Covey used to say, “seek first to understand…” That is our work. When people have the courage to bring anything to our attention that creates discomfort in us, our responsibility is to resist the tendency to get defensive and to listen to understand.

In summary, positional leaders impact their employees’ stress and anxiety levels. What they say, feel, and do hugely influences their team’s physical and emotional well-being and how they respond. But sadly, far too few leaders are aware that they have this power. And many are overconfident in their leadership skills, creating a gap between their perceived and actual levels of competence. This explains why even well-meaning bosses may inadvertently contribute to high anxiety levels in their team members and how they inadvertently shut people down.

You can change people.

/in , , , , /by

We’ve all heard the adage: “You can’t change other people. You can only change yourself.” While I get that it’s wasted energy to try to change others by pushing them or cajoling them, or attempting to control them, it doesn’t mean that you can’t change people.

If you sincerely care about a person and you give them consistent positive feedback, provide encouragement, listen and show genuine interest in what they are interested in, honestly value their input, find value in their work and contribution, and show up in their lives, I’ll promise that over time, they will change. Maybe not right away. But they will change. They will grow. They will become better people because of your influence.

And… if you spend time criticizing, disrespecting, discouraging, diminishing, and focusing on all the things that you don’t like about someone, the fault-finding and belittling will also change them. It’s hard to be around bitter, critical, negative people without taking some of that on.

Now that I reflect this, a question arises: Are we are actually “changing” another, or simply bringing the best out of them? In this light, I’m not sure we can even change ourselves. Perhaps, at best, all we can do is create the right conditions for our true, finest nature to be expressed.

And for simplicity sake, let’s assume we can change people. Maybe not without their consent, but don’t overlook the impact one person can have on another.

It’s Hard To Care About Others When You’re Stressed

/in , , , , /by

Last week, I was presenting to a wonderful group of leaders. I arrived two hours early to ensure the technology would work. It turned out that the AV equipment provided at the venue wasn’t compatible with my computer. A stressful moment to say the least.

A recent study has determined that empathy originates in the anterior insular cortex, which is a different part of the brain that is activated when you’re stressed. I’m no neuroscientist, but my experience of being stressed about the AV equipment and its implications for my presentation made it difficult to be empathic with the guy from the venue who was trying to help me, was defensive, and knew nothing about technology.

His lack of people skills and my lack of empathy created a scenario that did not end well. My impatience led to a less than respectful exchange.

The irony of the situation was that I was presenting on Caring In The Workplace!

Upon reflection, here’s what I learned:

  1. When agitated, pause. Step back, go for a walk, call a friend, do whatever you need to do to get to a calm state. Agitation, irritability, and impatience never help a situation.
  2. Decide, when going into any stressful situation, that blame is a waste of time. Working on solutions rather than being angry about the problems is far more effective.
  3. Ensure you are clear about expectations and have a backup strategy. “This is what I need to make this project a success.” And, when life happens and everything falls apart, calmness and confidence arise from having a plan B.
  4. Accept your humanness and when you are wrong, and promptly admit it. I called the venue yesterday and apologized to the guy who was trying to be helpful that morning.

Be the leader you’ve been searching for. Why not you? Why not now?

/in , , , /by

It’s easy to complain about a lack of leadership – in our workplace, the community where we live, or our country. It’s easier to sit in the stands and criticize than to be a player on the ice.

Complaining is a way to keep ourselves safe so we don’t have to do the work required to change. It’s a defense against having the courage to change ourselves. That’s why the ratio of complainers to players is about 1000:1.

We institutionally deny the fact that we are actually creating the culture and the leadership we are complaining about. Deciding that you are co-creating what you are criticizing and therefore you can step into changing it, is the ultimate act of accountability.

Rather than complaining, clearly define the kind of leader you have been searching for. Make a list of the qualities you would like to see in a leader. Describe the virtues of the leader you want – in your life, at work, in your community, or in your country.

Now go to work and be that kind of leader – in your life, in your work, in your community, and in your country.

Let bad leadership inspire you, not discourage you.

Why not you? Why not now?

Leadership is not always easy, but it’s worth it.

/in , , , /by

Here are a few ways that indicate you are doing a good job as a leader – even when it feels like you may not be.

  1. Connection. People initiate a connection with you. They come into your office. They reach out to you. They seek your advice. Initiating connection is an indication of trust.
  2. Results. The results are there. You are achieving your goals. You are achieving the goals of the organization. And you’re doing it as a team.
  3. Empowerment. People around you feel good about their own success and the success of the team. They express pride in working together to achieve something difficult. Credit goes to the team, not you.
  4. Self-Honesty. Just questioning whether you are a good leader indicates humility and an effort to be honest with yourself – qualities of a great leader. I don’t trust anyone who doesn’t admit to a healthy dose of self-doubt every once and awhile.
  5. Enjoyment. This is, for me, the most important measurement. I suppose there are a few incompetent leaders who enjoy themselves, but most are stressed and anxious. When you’re enjoying yourself (at least most days), and the people around you are relaxed and having a great time doing hard stuff, you are doing something right as a leader.

You may have your own list. I’d love to hear what is on it.