Tag Archive for: leadership development

The Five Key Ways To Unleash Greatness On Your Team

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I meet some amazing leaders in my work. People hire me to work with their organization and I end up growing by spending time with them. One such leader who has turned into a good friend is John Liston. John was formerly a regional director at Great West Life, and now is the principal of Liston Advisory Group. John lives what he leads. He’s a person of strong character. He’s passionate. He cares. He cares about his people. He cares about the work. He cares about his organization. And his approach to leadership produces results. When he was at Great West Life, his region was the top region in Canada in 2010, 2011 and 2012.

Unleash Greatness Within A Team

In a recent conversation with John about his coaching experience with his daughter’s Under 19 Ringette team, he explained how he coaches the same as he leads. Same philosophy. Same approach. Same leadership. Here are John Liston’s five keys to unleash greatness within a team:

  1. Hire Great People.
    You need to know the skills you need from your people but, more importantly, you need to know the kind of attitude you want from the people around you. You can always teach skills, but you can’t teach attitude. Building a great team means knowing precisely the kind of person you want on your team. It means hiring s-l-o-w-l-y. Take your time. Ask questions and assess the right fit. If you study what we do in business you find that we spend our time hiring for competence (resume, experience, etc.) and we almost always fire for character. What John, and other great leaders do, is hire for character, and train and develop for competence.
  2. Create an environment for people to be their best.
    When are you at your best? Typically it is when you are focused, but not worried about mistakes or failing. In John’s words, “When we win, we party; when we lose, we ponder.” This means it’s okay to make mistakes, as long as you learn from them. See the best in people. Fit people don’t fix people. Find their strengths and build on those strengths. Find a place where people can take their gifts, their passion, and their talents, and make a contribution. It takes coaching, mentoring, and, most importantly, time. When you create these environments, people “chose to” come to them; they don’t feel they “have to”.
  3. Understand the why before the what or the how.
    At the 1963 Washington D.C. Civil Rights March, Martin Luther King did not stand up with a “strategic plan.” Martin Luther King had a dream. He had a “why.” He gave people a reason. John Liston understands this. He understands that people aren’t accountable if they aren’t motivated. If they aren’t accountable, it’s because they don’t have enough reason to be accountable. A vision, a “why,” is what gives people a reason to get on board. John uses the vehicle of sport to teach character – that is the why. Some people get confused and think sport is about winning. Professional sport may be, but all others are about character. Winning is a by-product. It works the same in business.
  4. Execute with precision.
    John is a master of accountability cultures. He understands that you have to inspire people, and then you have to link that inspiration to clearly defined outcomes and a precise way to get there. This is where John is tough. He models the values. While he cares about people, he has a precise, results driven process for creating an environment for people to hold themselves accountable – to themselves and each other.
  5. Celebrate Success.
    In John’s words, “you have to know what success is, know how to get there, and know how to celebrate it when you’ve achieved it.” You have to know what “right” is, and then catch people doing it right. You have to care and you have to connect. Celebration can be big or it can be small, but most importantly it has to be meaningful.

John’s passionate, inspiring energy is contagious. It’s always been important to him to create an environment in which people have a chance to be their best, to realize their potential, and to be recognized for their achievements. John is the kind of leader people want to work for. He’s also the kind of friend people seek.

What kind of environment are you creating on your team?

Good Leadership Means Helping People Know They Make An Impact

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This past week our family buried our pet and companion, Freddie. After a long and good life, we laid him to rest in the field behind our home where he loved to chase squirrels and gophers and lie in the sun. As part of a little funeral for him we each told stories about what we loved and remembered about him, what he contributed to our family, and the impact he had on our lives.

What I’ve learned from dogs is that, like people, they give back what has been given to them. Good leadership – in families, communities, and workplaces – means ensuring that every person is given respect and a purpose so they will return the same to those around them. Having a meaningful role and a sense of contribution and significance gets people engaged in something worthwhile. By being needed, listened to, and taken seriously, individuals will feel validated and will want to contribute to the best of their ability. While it is up to every employee to understand how they make a difference, good leadership creates a place where people have chance to be their best, to realize their potential, and to be recognized for their achievements and for the impact that their contribution makes.

Three Ways Good Leadership Helps

Here are three ways you can help those you serve realize that they make an impact.

  1. Don’t wait for a funeral to give a eulogy. Be careful of the natural human tendency to take people – especially your best people – for granted. Make it a habit to express regularly what you appreciate and value about the people around you. It may feel awkward and phony at first, but keep at it until it becomes a part of who you are.
  2. Ask your employees what they know about the positive impact they make to the organization and team. They may need some coaching to come up with an answer, but know that if they can’t answer this, they are likely not engaged. Helping them affirm, for themselves, the difference they make, will always have a more lasting impact than simply being told.
  3. Discuss with your employees the difference between chores and contribution. Chores are the items on a job description. They are the daily duties that need doing to make an organization run. Contribution is what makes a difference. Contribution connects chores to the purpose of the organization. While chores provide you with a job, contribution provides a place where you belong.

Leadership only exists when people have the ability and the choice to not follow you. The art of good leadership is getting people to want to do what must be done. The path to get there is through helping people know the difference they make.

The Key To Organizational Leadership: Strong Character

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Hydro One, a Crown corporation that runs Ontario’s transmission system, fired an employee this past week who shouted obscenities at a Toronto television reporter after a soccer game. While the company’s code of conduct (which all employees sign) covers after work behavior, the decision to let the engineer go generated a heated debate online.

In an exclusive interview, Hydro One CEO Carmine Marcello gave his rationale for making the decision:

“…at the end of the day, it was a pretty simple decision. We [as a leadership team] looked at who we are, what our core values are, and we made a values based decision, and decided we couldn’t condone that kind of behaviour. We had to send a clear message to the employee, and quite frankly to our employee base, and made a decision to terminate him.

… I have yet to find a single person to say his behaviour was commendable. It just doesn’t exist. So, really what we’re saying is, hold yourself to a high standard at work, and quite frankly, hold yourself to a high standard within society.

…I’m sure he’s free to speak his mind. We all are. I think there’s also a level of common decency and decorum that we all expect, and not getting into a debate, I’m just going back to the first principles in Hydro One: the issues and the values that we hold dear around our people, our customers, and working collaboratively together. What’s important to us drives business success.

… it’s clear that this behaviour did not fit with who we are as a company and we took appropriate action.

… We have our own code of conduct, we’ve had it for many years. When I became the CEO a number of years ago, one of the things I really focused on was transforming our culture. Job one was to improve our customer service … but at the end of the day it’s about people and their ability to do great work. So I rolled out a process about identifying certain core values around our employees.”

It’s inspiring to witness a company and CEO stand for something. My father would say that these organizational leaders have an almost forgotten quality: character. Character is about choosing what’s right over choosing what’s popular or easy. Being a person or a company of character isn’t taking the comfortable road. But this is what business culture, organizational leadership, and employee accountability are all about. If you don’t stand for something, if you don’t have the courage to hold yourself and others accountable to what you say you stand for, then why have fancy value statements on your website and office walls in the first place?

I admire Mr. Marcello and his leadership team for having the courage to remain true to the foundational principles that Hydro One’s culture is built upon. The organizational leadership they exercised isn’t just good for their company; this kind of leadership is good for society.

Engaging Employees in Economic Uncertainty

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The recent economic slowdown has created great uncertainty for businesses and, adding to the pressure, are the debates regarding how much oil and gas companies will be affected and in what way. What we can be certain about is that employers that consciously manage their work culture and employees during times of uncertainty will position themselves to take advantages of opportunities in the face of obstacles.

Why is it business critical for organizations to invest in a great work culture, especially now?

Demographics alone point to a continued trend of labour shortages due to an aging workforce, especially in in-demand occupations.

Many oil companies have long service employees whose experience is deep technically and broad in terms of institutional knowledge and intelligence. Many of these long-term employees will be eligible to retire soon, and statistics show us that as a population ages we see increases in short term vs. long term employment. It is more important than ever for oil companies to have a strong workplace culture to both attract, retain and engage employees to transition their knowledge and experience to the next generation of workers.

Additionally, Statistics Canada stated that in 2011, the percentage of working-age Canadians in the labour force is expected to peak. In other words, beginning in 2012, the number of workers leaving the labour force is already exceeding the number of new entrants and labour shortages continues to be an on-going concern. This trend is expected to continue. Employees, especially those in in-demand occupations, will continue to have choice. Employers need to evaluate the long-term risks associated with an aging workforce, recognizing that the skills and experience they need in the future may not be readily available.

In times of slowing economies, the mantra of leading employers becomes how to stabilize and engage employees in a highly proactive, productive way. The practices of attraction, retention, engagement and how employers manage their culture and employees still apply.

In our experience, there are several shifts in emphasis that will ensure success:

  • Engaged employees see themselves as “owners” not “tenants or renters” of an organization. Employers who are dedicated to employee engagement provide them with a framework of accountability, so they know not only ‘what’ they are expected to do but ‘how’ (what behaviours will get them there). Employers who foster a culture of personal responsibility where employees feel a part of the whole (“we” vs “they”) during times of stress can leverage collective intelligence to work through real work challenges.
  • Engage employees to make the best use of their skills and abilities. Many employers make the mistake of assuming employees will be happy with just having a job vs. utilizing their strengths in the right job. Keeping people busy is not synonymous with real engagement and productivity.
    Engage employees to realize future success – use the wisdom of the many over the ideas of a few.
  • Involve employees in problem solving to address current business challenges. This approach goes hand in hand with the theme of open communication as employers need to be open about current business challenges in order to be successful in this engagement strategy. It ultimately provides employees a sense of control over their own future and the future of the company. The leading edge employer who adopts this approach will not only attract and retain the best employees but will become highly productive and well positioned for future opportunities when others are struggling to survive.
  • Communicate, Communicate, Communicate. Timely, consistent communication of what employers know and especially what they don’t know, removes the ‘cloak of secrecy’ and creates an environment of trust, so that employees are confident that leaders will provide the truth. In the absence of open transparent information employees will draw their own conclusions, often fearing the worst. Effective communication in times of uncertainty is not just about making timely announcements or the distribution of information. Genuine two-way communication that leads to productive employee engagement and mutual trust has a grassroots “water cooler” conversational quality to it. It is about listening, not surveying, paying attention, not getting attention. In many ways, employee engagement is less about the information you provide and more about what you draw out of your employees.
  • Employee engagement is also about managing the work culture and environment. Uncertainty is stressful. When people are stressed, they can feel threatened, which often results in behaviors that counter a productive workforce.  Therefore, it is important for organizations to be vigilant in reinforcing a mutually respectful workplace during times of uncertainty.

Most companies have spent the last few years trying to find ways to become the “Culture of Choice” and retain and leverage the best in their talent pool. Economic downturns always test employers in this quest.  Now more than ever is the time to implement an employee engagement and productivity strategy.

By Janice Clark and Pat Hufnagel-Smith, ©2015 Irvine & Associates, Inc.

Irvine & Associates Inc. provides training and consulting solutions to assist employers with employee engagement by creating a vibrant accountable culture resulting in delivery of real time business results.

Personal Leadership: Learning To Lead Without An Ego

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One of the ways you can be guided to your authentic self is to be attentive to stories that capture your attention. I’m drawn to stories that illustrate personal leadership – the capacity to inspire and influence others that comes from the identity and integrity of a person.

A few weeks ago, while reading the Globe and Mail, I was inspired by the story of one of Toronto Blue Jays’ pitchers, Daniel Norris. Norris spends the off-season living in a 35-year-old VW van he calls Shaggy. Though he’s a millionaire, he gets by on $800 (U.S.) a month. He cooks on a portable stove. He wears a miner’s headlamp at night to write in his “thought journal.”

He’s also a good baseball player. Maybe, according the to Globe’s Cathal Kelly, a special baseball player. In addition to his exceptional talent, Blue Jays’ general manager Alex Anthopoulos claims that when Norris is on, all the players perform above average.

When Toronto was considering drafting Norris from his high school in Tennessee, assistant GM Andrew Tinnish took him to Florida for medical testing. After, when they were driving to lunch Norris perked up and pointed. “He said, ‘Oh man, that’s the car I want. That’s what I’m going to buy if I get signed,’” Tinnish says. “I’m looking around for a Lexus or a Beemer. But, no. It’s one of those VW camper vans.”

Here’s what Daniel Norris can teach the rest of us about personal leadership: leading without an ego.

  • Norris doesn’t seek the limelight. He’s there to add value by simply being who he is. I’m drawn to people – and to leaders like this. From what I have read about him, he is authentic. He’s the real deal.
  • Norris’s desire isn’t to look good or be anything other than what he actually is. He doesn’t flaunt his position or need to look bigger than life. His focus is simple:  how he can be a better baseball pitcher.
  • I get a sense that Norris isn’t too attached to what people think of him. He appeals to me because he doesn’t seem to measure his worth by the opinions of others. There appears to be substance over flash, ability over appearance, results over image. His worth comes from within and from what he can do on the mound, not what he can look like in the media.

Leadership isn’t measured by the size of your office or the title behind your name. It’s measured by competence, character, and the ability to connect. May we all be inspired by Daniel Norris to be a little more humble, a little more authentic, and a little more human. This is what the world badly needs.

I don’t how Daniel Norris came to have this kind of confidence in himself, to believe in himself so that he doesn’t have to mask insecurity by being an egomaniac. Too many highly paid athletes – as well as executives – could learn a lesson about leaving their ego at the door. What I do know is that self-awareness is the most important capability for leaders to develop.

The Key To Building A Strong Organizational Culture

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In my leadership development work I meet some amazing leaders all across the country. One of the executives in a recent program on Leadership Excellence validated my principles by expressing that there is more to excellence than setting high standards and achieving operational results. “Along with operational excellence, you have to have people excellence,” she explained. She makes it a practice to stay in touch with her team. It’s about caring about your people, but not just caring that they are healthy and are getting enough rest. It’s also caring that they are developing, growing, and finding fulfillment in their work.

Once a month she meets with each member of her team for half an hour. Here is what is on the agenda:

  1. She asks how their life is at work and away from work.
  2. She asks how their career is progressing.
  3. She asks for feedback about how supported they are feeling by her.
  4. Then she asks what kind of development or learning project they are involved in that is rewarding and gratifying to them. This last piece often requires some coaching on her part to assist them in finding a fulfilling project.

She spoke of one of her IT managers who is involved in a software project that she is deeply passionate about. Apparently it takes up about ten percent of her time. It is not directly impacting or contributing to her job requirements short term, but it is extremely rewarding to her and will help her be a better IT manager long term. It’s an area where she can become an internal expert and coach and mentor others in the future.

It’s risky to offer this to the people that you serve. In order to build a strong organizational culture, you have to be willing to sometimes let your best people leave for work in other areas in order to help them grow. They may even develop themselves and leave the organization. But this kind investment in people will always have a good long-term return. The best people will want to work for you, and you’ll get the best out of those who do.

What are you doing to develop and grow the people you serve?