Phillip Van Hooser's Blog: Build Performance Blog, page 13

Managing the Leadership Struggle

I don’t know about you, but I’m missing the pre-pandemic days. Lately, so many of us seem to be struggling. We’re worried about health and safety, job security, childcare, homeschooling, family issues and work-life balance. And those among us managing other people may also be in the middle of a very real leadership struggle. Here are a few thoughts on how to manage when it all seems uphill.

How to Manage the Leadership Struggle

I’ve been thinking about a north Georgia trout fishing excursion I took with my daughter, Sarah, several years ago. During our trip, we found ourselves at the base of Brasstown Bald Mountain, reportedly the highest peak in the state of Georgia.

From the base to the summit was a near vertical half mile trek. With some hesitancy, we decided to tackle this adventure. In no time, the adventure became an exhausting challenge. The climb was tough, unrelenting and we both tired quickly.

1. In the Leadership Struggle… Stop & Catch Your Breath

Several times during our ascension, we just had to stop and catch our breath. We wondered out loud if this had been such a great idea after all. But once sufficiently rested, re-oxygenated and refocused, we would rise and struggle on.

From a business perspective, I’m finding it’s helpful — even needful — to stop and catch my breath frequently. In the midst of leadership struggles spawned by COVID-19, pausing to refocus on the end goal helps with my commitment to the necessary, sometimes mundane, tasks at hand.

Back to my trip with Sarah.

After more than 30 long, hard minutes of hiking, we emerged from the mountain’s forested canopy with the summit in sight.

And once there — OH, MY — the view was absolutely breathtaking! Before us lay a 360-degree panoramic view of picturesque mountains and valleys, lakes and streams, towns and farms.

And there we stood, silently soaking up the extraordinary view.

Sarah spoke first.

“Dad, it’s just beautiful,” she marveled, while still huffing and puffing slightly.

2. In the Leadership Struggle… Don’t Ignore the Small Things

For some reason, at that very moment, inspiration struck.

“Sarah, what does this climb teach us?” I asked.

Sarah paused, looked at me and then offered tentatively, “That it’s beautiful at the top?”

“I don’t think so,” I countered.

“Oh, I certainly agree with you, it IS beautiful. But not just at the top — it was beautiful all the way TO the top. Sarah, on our way up here we walked past many of the things we’re admiring now.

“It’s just that we didn’t notice or appreciate the beauty because we were struggling — struggling with the task, struggling to reach our goal, struggling to get to the top. And we ended up ignoring the beauty that was all around us. And it was there all the time.”

So from a leader’s perspective, have you been ignoring the small things? Maybe it’s an employee sincerely working to get better, who just isn’t quite there yet. Or perhaps members of your team have taken the initiative to ratchet up innovation and problem solving. Have you acknowledged their efforts? Could it be your staff have volunteered to take on extra projects or to work uncovered shifts for fellow employees isolating or out sick? Have you overlooked their actions?

Leaders find a lot of ways to make it to the top. Here’s a couple ideas you might want to consider.

I’m sure Sarah was thankful that my mountain top epiphany was brief. But on our leisurely stroll back down the mountain, we were decidedly more observant — and hopefully, more appreciative — than before.

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3. In the Leadership Struggle… Be All There

Sometime after that mountain top experience, I remember hearing Chuck Swindoll, a Christian pastor, author and educator remind his audience, “Wherever you are — be all there.”

That simple piece of advice resonated with me then — and still does. If you’re in the midst of a leadership struggle, maybe it’s a timely lesson for you, too.

I’m betting this is the reality of your current situation. You’re in a leadership role or position — or you plan to be. But the mountain before you is daunting, intimidating — maybe even disheartening.

To reach the top of that formidable mountain, you must move intentionally and purposely — forward and upward. And that can be a struggle. You know it’s true. No one has to convince you otherwise.

As exhausting, frustrating and occasionally discouraging as the leadership struggle can be, if you look around occasionally you’ll see that you’re making progress. Probably those you lead are also making progress. And that the summit — the resolution of your leadership struggle — is closer than it’s ever been.

So don’t quit — you’re not there yet.

Stop and catch your breath.
Pause and acknowledge the victories along the way.
Refocus your commitment and “be all there.”

Keep reaching, keep learning, keep climbing. And soon enough you’ll see that your effort has been worthwhile. And the view IS beautiful from the top!

If your people are needing inspiration and leadership guidance, let’s talk about a virtual presentation to help them.

#beallthere #leadershipstruggle #catchyourbreath #dontignorethesmallthings #leadership #leadershipthoughts #theviewfromthetop #leadingthroughcovid #virtualkeynotes #virtualkeynotespeaker #meetingprofs #virtualpresentation

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Not Training Leaders? Here’s What You’re Risking

Some people — okay, most people — are pitched into the leadership fray without really knowing how to perform. Some have the potential to lead and have demonstrated great technical expertise. But few naturally possess the leadership skillset to be successful right out of the chute. And unfortunately, studies show most organizations don’t provide much help in the way of training leaders. So before you decide if not training leaders is reasonable, it’s good to know the risks.

Not Training Leaders? Here’s What You’re Risking.

So what do organizations risk by not training leaders? Just to name a few, they risk costs that come from:

Low productivity.
Poor morale and employee retention.
Missed targets.
Missed opportunities.
Compliance, regulatory, and liable actions like harassment or discrimination. (It only takes ONE mistake by an untrained leader for those costs to get really BIG — really FAST!)
Reduced profit margins and lower ROI.

To that last point, Huffington Post reports that companies investing $1500 or more per employee per year on training average 24% higher profit margins than companies with lower yearly training investments.

Not Training Leaders & Untrained Surgeons

When I’m talking with senior management teams about their leadership issues, I often make this comment:

Giving power to untrained managers is like giving them scalpels and telling them to do surgery. It’s risky.

To illustrate the point, let’s consider a scenario about training leaders from my book, Leaders Ought to Know: 11 Ground Rules for Common Sense Leadership.

Singling out two training participants at random — I’ll call them Jack and Janet — the exercise unfolds like this:

Me speaking to the entire group:

“Folks, you’re probably not aware of it, but we have an individual with us today who has a hidden dream. Jack, here, has always wanted to be a surgeon. Ever since he was a little boy, he has fantasized about being able to save lives and help people with desperate physical needs. You may not have known this about Jack because he’s a relatively private person. But this has been Jack’s dream nevertheless. Isn’t that right, Jack?”

Though slightly suspicious, Jack good-naturedly plays along. Others in the room are usually snickering by now, possibly considering the far-fetched nature of such a possibility. I continue:

“Earlier today, Jack decided to finally act on his dream of becoming a surgeon. He drove down to the local medical center and proceeded to the surgical unit. Once there, Jack walked purposefully past the ‘No Admittance: Authorized Medical Personnel Only’ signs and made his way directly into the surgical prep room, where he came face-to-face with that famous surgeon, Dr. Van Hooser—me—who had just finished scrubbing up for a waiting surgical patient.”

I identify myself as the famous surgeon to the laughter of the group, including Jack. Janet is enjoying the activity, along with the others, oblivious to the fact that she will soon be drawn into this unfolding scenario as an unwitting participant. 

“‘Who are you?’ I ask, as Jack enters my operating room.

“‘Jack,’ he answers simply.

“‘No, young man, you don’t understand. I don’t really care who you are. I want to know—who do you think you are barging into my operating room uninvited?’

“‘I’m sorry, Dr. Van Hooser, sir,’ Jack explains. ‘I’m here because I’ve always wanted to be a surgeon. I know I can do it. I know I can be successful. All I need is a chance. I need someone—you—to give me a chance to prove myself.’

“‘Have you ever been to med school?’ I ask pointedly.

“‘No, sir, but I want to be a surgeon.’

“‘Have you ever taken any anatomy or physiology classes?’

“‘No, sir, but I really want to be a surgeon.’

“‘Have you ever been in a real surgical situation, even observing an actual surgery in progress?’

“‘No, sir, but I really want to be a surgeon and I’m willing to try.’”

“‘Young man, don’t ask me to explain why I’m about to do what I’m about to do. But for some reason, my gut is telling me that you might just make it as an acceptable surgeon one day. Therefore, this is what I want you to do right now. Here’s my scalpel. Take it. Now, there’s a patient prepped and waiting on the other side of this door. Her name is Janet.’”

Janet’s attention is immediately arrested. Laughter ensues as the audience begins to anticipate what happens next. Everyone is laughing now, except Janet.

“‘I want you to go through that door and attempt to remove Janet’s appendix. If she makes it through the surgery, we can discuss the possibility of sending you off to med school sometime in the future so you can actually learn what you should know to be a surgeon.’”

Laughter intensifies. Finally, turning my full attention now to Janet, I ask:

“‘So, Janet, how are you feeling right about now?’

“‘Not too good! I think I want another opinion,’ says Janet.”

The room is fully engulfed in laughter now, including Jack and Janet. Once the laughter dies down, I make the following learning points.

“Folks, I think we all agree that the scenario I’ve just created is ridiculous, regardless the angle from which you might evaluate it. It’s absurd to imagine, whether you are in Jack’s shoes, Dr. Van Hooser’s shoes, and especially if you’re in Janet’s shoes. Agreed?

The audience agrees.

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Ridiculous But Not Rare

As ridiculous as it may seem, similar situations happen virtually every day in organizations across America and around the world.

On a daily basis, organizations entrust their future to genuinely dedicated individuals who sincerely want to do well but who have received no specialized training or preparation and have not an inkling as to how to effectively lead, influence, and impact people to accomplish organizational goals such as productivity, profitability, quality, and safety.

We are giving untrained, unqualified individuals a scalpel, in the form of the power of the position, without training leaders how to use it. And then we encourage them to go “do surgery” on their departments and on their employees.

At the very same time, the employees on the other side of the door are waiting — even longing — for qualified supervisors, managers, and leaders to emerge to help them with the challenges they’re facing. The same challenges they will never be able to overcome alone. They’re desperately searching for someone who knows how to lead and can do so effectively. They’re looking for someone to follow.

So is not training leaders a risky practice? Is training leaders an expendable activity? Ultimately, your answer will depend on how much you’re willing to risk.

Your Leaders + Our Training Expertise = AMAZING RESULTS!

Let’s Make It Happen Now.

#riskybusiness #trainingleaders #leadershiptraining #untrainedleaders #investinleaders #managementtraining #leadershipdevelopment #leadership #virtualleadershiptraining

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Leadership Sin

People regularly lose their golden opportunity to lead for one of three reasons. They either don’t recognize, or refuse to stop doing those things followers despise.  What leadership sin do employees and followers detest? Keep reading.

LEADERSHIP SIN

In a personal quest to be a better leader, I’ve read hundreds of articles and books on leadership effectiveness. During my work as a corporate manager, I sat through countless presentations and leadership training programs. And as a leadership speaker, trainer and author, I’ve shared what I’ve learned with tens of thousands of people who are on the same mission.

So what are my take aways?

Virtually any individual can lead if s/he will help followers realize their wants and needs.
Those same followers will commit to following (supporting) leaders who genuinely listen to, understand and support them.

Two simple leadership truths.

So why then do so many otherwise capable leaders struggle to build positive influence with employees and followers? The answer is simple, but not necessarily comfortable.

LEADERSHIP SIN 1: IGNORANCE

IGNORANCE: Defined as a lack of knowledge or information

Here’s a quick activity. List all the things you know little to nothing about. (NOTE: You’re going to need a lot of paper.) My list includes aerodynamics, the Chinese Lunisolar Calendar and the mesmerizing appeal of Junie B. Jones on my young granddaughters.

I admit it. Each is a mystery to me. So I’m ignorant — seriously lacking in knowledge and information — regarding these topics. However, presently none of these affect my leadership performance. But if that changes, I’ll immediately be in search of additional information to expand my knowledge and understanding.

Some leaders blissfully suffer from chronic ignorance of issues affecting their leadership responsibilities. As a result, leaders like that are in real danger. Leaders must have ready access to appropriate information and the know-how to use it appropriately. Followers expect no less.

So when (not if) ignorance overtakes you, it’s best to admit it and go get the information and knowledge required. Followers want to see their leader making reasonable efforts to eliminate personal ignorance.

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LEADERSHIP SIN 2: INCONSISTENCY

INCONSISTENCY: Defined as the fact or state of not staying the same throughout

Okay, you’re reducing, even eliminating, personal ignorance in key leadership areas. As a result, you’re gaining new insight into tasks, skills and processes appropriate for team integration, growth and advancement. And you’re feeling pretty good. Don’t blow it! Commit to consistency.

Over the years, I’ve heard many leaders ridicule their followers for a perceived unwillingness to “get on board” when new initiatives or processes have been introduced. Often leaders interpret this hesitancy as proof positive of a lack of follower commitment.

But not so fast. I’ve found the opposite to be true. Followers are generally willing to commit, but not until they’re sure leaders have done likewise. Once the leader is all in, the followers will be, too.

We’ve all seen bold initiatives announced, promoted and instituted with great fanfare. Sadly, we’ve also seen those same initiatives brushed aside when the next best bright, shiny initiative materializes.

Followers universally crave leadership consistency. They want consistency in word, deed, attitude and actions. And followers want to know a commitment on their part won’t result in wasted time, effort and heightened frustration. They despise inconsistent commitments. It’s virtually impossible to rally around a haphazard, unfocused leader.

LEADERSHIP SIN 3: ARROGANCE

ARROGANCE: Defined as having an exaggerated sense of one’s own importance or abilities

Socrates: “The way to gain a good reputation is to endeavor to be what you desire to appear.”

Albert Schweitzer: “Example is not the main thing in influencing others, it is the only thing.”

Ronald Reagan: “The greatest leader is not necessarily the one who does the greatest things. He is the one who gets the people to do the greatest things.”

Sam Dunning: “I’d like to buy him for what he’s really worth and sell him for what he thinks he’s worth.”

Over the years I’ve collected dozens of perspectives on practical leadership.  These four are among my favorites. The authors are generally recognizable, except maybe the fourth. Sam Dunning, who is he? He’s my brother-in-law. Really.

I’ve never met a more practical man than Sam. He’s a Vietnam combat veteran and a lifelong heavy equipment operator. Sam is a working man’s working man. He’s dealt with a lot of leaders in his day and he seldom minces words. And the leadership trait he finds most distasteful? Arrogance. And he’s not alone.

Socrates, Schweitzer and Reagan’s words were projected from lofty intellectual perches. Each reinforces the idea that exceptional leadership is based on conscious intention, positive example and due recognition regarding the contributions of followers.

Sam’s words are far from lofty. They’re gritty. They rise up from the trenches. They come from the perspective of a working man. And they forcefully remind us that exceptional leadership is only possible when the leader thinks more highly of followers than of self.

Build a consistent, knowledgeable team of servant leaders. Ask us how.

#leadershipsin #sinsofleadership #leadershipflaws #leadershipfailures #inconsistency #ignorance #arrogance #consistentleadership #servantleadership

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Millennial Perspective — Professionalism is Not Commonsense

One of the most common frustrations among leaders and employees today fundamentally lies in differing expectations of professionalism. Ultimately, as opposing as two people’s expectations can be — it’s important to establish a cohesive expectation in order to improve your workplace culture. Let’s take a look at what leaders need to know…

 Professionalism is Not Commonsense

The massive changes workplaces have undergone in light of COVID19 have magnified issues among our multi-generation workforce. I’ve heard leaders voice concerns in regards to a lack of professionalism in the workplace ranging from little to no concern for good teamwork to apathetic attitudes towards decreased personal productivity. Frustrations like these fundamentally lie within “professionalism standards”. These frustrations may or may not be new for you in this season, but they’ve been lingering among the multi-generation workforce for decades.

There are some aspects of professionalism that you likely consider to be commonsense. However, in today’s diverse workforce, many people have different standards of professionalism — one certain standard is not commonsense for everyone. 

Professionalism Shifts

Professionalism is a standard. The standards change among people depending on how, where, and when you were raised.

Here are a handful of factors in creating differing professionalism standards today:

When mom and dad went to work in the mid-late 1900s, kids started defining things for themselves based off an increased number of cultural influences.
20-ish years ago, many schools chose to eliminate home economics and business classes — or at least make them electives — so the influence of a common standard created from school experience has decreased.
The internet — big mouths, crazy opinions, etc. attract widespread attention and heavily influence today’s social media obsessed culture
People used to stay in the same job or industry for their entire careers. Now many people — of all ages — are switching jobs, even industries, which is building a workforce with even more diverse professionalism standards
Many people in older generations held first-time jobs in food-service, lawn care, child care, movie theatres, etc. Those first jobs help set a standard for professionalism in the workplace. Now we are seeing many Gen Z’s entering the workplace after college without any previous work experience which means they are just learning what professionalism could and should be. 

Lots more factors play into professionalism standards — we’ve only scratched the surface. Professionalism affects internal and external culture throughout your organization. Let’s talk about what you as a leader can and should do to lead your organization to an improved culture overall.

Leadership Standards

Here’s an action item for you — answer this question in writing: What are my professionalism standards?

Once you’ve finished that task, ask yourself: When is the last time — if ever — that I’ve explicitly discussed those standards within my organization, specifically with my team individually?

Think about this for a moment…I’m a former Marketing Director. One of the widely accepted “rules” in marketing and advertising is that people must see or hear a message seven times before they buy. Let’s break that down for a second. Before a person makes a decision to take a different action (to buy vs. not buying), they need to hear the message an average of seven times. In the workplace, if you want your people to buy into a certain set of professionalism standards you and/or the company have, try communicating the message AT LEAST seven times on a frequent, consistent basis. The message may get old to employees, but it also may finally stick!

Professionalism is Not Commonsense, but the Leader’s Standard Should Be

Regardless of who your team is made up of and how diverse their personal definitions of professionalism may be, it’s the leader’s responsibility to drive the organization’s culture. In order to do that well, it takes leadership setting the standard and communicating it well. When you do that, you create an organization-wide expectation of performance standards. If your entire team understands the expectation thoroughly, they’re more likely to live up to it. 

How different, how much better could your organization be if you chose to take ownership of creating professionalism standards and communicating them well throughout the team? Give it a try and see!

 

Need to improve the culture within your organization? I can help. Let’s talk!

 

#professionalism #leadershipdevelopment #companyculture #ownership #communicationtips

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Managing Change? Use These 7 Questions

The COVID-19 pandemic is undoubtedly a season of incredible change, great stress and heightened fear for all of us. In fact, in a recent survey, 7 out of 10 employees indicated the COVID-19 pandemic is the most stressful of their entire professional career.  Many leaders, their people and their organizations are overwhelmed managing change along with the stress and fear associated with these changes. If that is you, these seven questions can help. These questions will help you frame where you are and more clearly see the next step in the process of managing change, stress and fear.

Managing Change? Use These 7 Questions

Here’s the first question.

#1 Where are we right now?

Think about this for a second. You are on a trip in an unknown area and suddenly you are lost. Or maybe a detour came along and you were forced onto an unplanned route. Unless there was clear signage leading you to where you ultimately intended, I doubt that you would continue driving.

Instead, you would probably stop right where you are and say, “Okay, I’m going to get my bearings. Where am I right now relative to where I want to be?”

If you’re a leader managing in the midst of great change, you too should stop and take inventory of where you and your team are right now. Then ask these added questions.

1.1 What do I/we do well? Or said a different way, what do I/we know well?

All of us are expert in something. Our expertise — or the skills of a team member — may be the very thing you need in this moment. What have I/we learned from previous experiences that will be helpful in the present situation? So first, stop and take inventory before asking the next question.

1.2 What don’t I/we know? What can’t I/we do right now?

Some unique changes force us to learn new skills and master new approaches. Such is the reality of COVID19. For example, can we learn to successfully work from home? Can we adapt and embrace technology — multiple platforms even — to communicate with co-workers and teams?

1.3 What am I/are we afraid of?

People are most fearful of situations they have not experienced. In other words, initial changes in unfamiliar circumstances are breeding grounds for creating new fears. And unsuccessful past experiences tend to compound those fears.

So ask yourself and your team, “What am I afraid of, and what are we afraid of?” This is important because overcoming our fear (the fear of change, the fear of the unknown — whatever we fear) requires us to confront it.

#2 What are the “what ifs” to be considered?

Now, you can play this out for a long time. What if we put this person in this position? What if we take this action? What if we do nothing at all? There are a lot of “what ifs” you can develop for your unique situation and the change that’s going on around you. But here are three “what ifs” to think about.

2.1 What is the worst thing that could have if I/we take / don’t take action?
2.2 What is the best thing that could happen if I/we take / don’t take action?

There are some people that believe the best course of action is always to do nothing. But I would argue against that thinking.

If you’re in the middle of the road and traffic is headed your way, the worst course of action is to do nothing. You need to jump to the right or the left or run or drive faster. You don’t want to be in the middle of the road and be run over. So you have to ask yourself “what if.” What is the worst thing that can happen? What is the best thing that can happen?

2.3 What is the most likely thing to happen if I/we take/don’t take action?

I don’t know about you, but I tend to be an eternal optimist. When I consider “what if” situations, I immediately gravitate toward the positive, beneficial, happy or exciting possibilities. But I realize some personalities are different. Some personalities will gravitate to the negative, more pessimistic side of the equation.

Really neither the pessimistic nor the optimistic side is the best side if those possibilities are not reality-based. We have to ask ourselves what is the most likely thing that will happen. Then consider how to deal with change based on the most likely result.

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#3 Have I communicated my observations, my concerns and my opinions to the person that I need to help me make this decision?

Question number three is really important. Have I communicated my observations, my concerns and my personal opinions as to what we should or shouldn’t do. What’s the most likely thing that could happen? Have I communicated these things to those persons or that individual who would help me make this decision?

Now sometimes the decision is completely yours. And yet, I personally believe there is great value in many counselors, even if it’s your decision to make independently, I suggest that you still run the possibilities by people you trust, respect. Pick people that have good understanding of your circumstances. In your organization, most of you have someone to whom you directly report. So have you communicated your observations, your concerns, your opinions to them?

#4 Am I prepared to specifically and succinctly explain my reasoning for what I believe we should do?

Remember, you’re a leader. You can’t just come and dump these observations without sharing your own perspective. So are you prepared to specifically and succinctly say, “I have studied this subject? I have considered the options. I understand the risks and here’s what I think we should do.” That’s a big question and that’s a big step.

#5 Can I control my emotions in the midst of such pressure?

Question five goes hand in hand with question four. When communicating with other people, can I maintain emotional control? With decision makers? My team? My customers…whoever it may be? Can I communicate the decisions that need to be made with emotional control? Without losing my temper? Without being too stressed, too anxious or too excited? Can I control myself in the midst of these things that I may not completely be in control of?

If you can control yourself while others around you can’t, you immediately stand out as the leader your people need to believe you are. If you’re prone to losing your temper, this question can help.

We’re through the first five questions. Here’s the sixth.

#6 Am I prepared to accept rejection if it comes?

People experience four universal professional fears. In ascending order, they are: 4) the fear of failure, 3) the fear of success, 2) the fear of the unknown, and 1) the fear of rejection.

So imagine, you do your homework, you prepare yourself, you ask yourself these questions, you’re ready with the answers. You present this material succinctly and specifically, and under emotional control. Here’s the reality: just because you do all those things well does not mean you’re always going to get what you want.

Sometimes you will experience rejection.

The sub-question is this: Can you not only accept rejection, but can you also support the decision that is made after you’ve been rejected?

Professionalism does not mean that you always get what you want. Professionalism does not mean you always get to move in the direction that you please. Sometimes you get rejected even though you’re a leader. Professionalism means you become the good soldier when someone else has the ability to make a decision and instructs you to move in a direction that you hadn’t planned. If you can do that, you’re managing change by managing the rejection, but with the emotional control that a professional is expected to exhibit.

# 7 Am I willing to take the risk?

In some ways I should have asked question seven after each of these first six preceding questions. Why? Because it’s the question you’re going to have to deal with at every step along the way. You ready? Here’s question number seven: Am I willing to take the risk?

The process of managing change, stress and fear is not always going to go perfectly. You can’t predict with certainty how others will respond when you act. But the risk is important and necessary.

Notice I said “risk.” I did not say, “Are you willing to gamble?” Gambling would be throwing the dice and hoping for the best when you haven’t considered the previous six questions.

But if you consider the previous six questions in the manner I’ve suggested… If you let your common sense, your years of experience, and your native intellect guide you in answering those questions appropriately… By the time you get to question seven, gambling is not involved. It’s a risk because you know the possibilities. You have looked at the probabilities — the “what ifs.” The question now is: do you have the courage to step out?

I sometimes tell people there are three things that are necessary to be an effective leader.

1) You have to have a plan.

2) You must be able to communicate that plan to others who will help you accomplish the plan.

3) You must execute the plan.

Make no mistake. Number three is critical when managing change. You can have a plan and you can communicate the plan. But if you don’t execute that plan, quite frankly, nothing ever gets accomplished.

These seven questions are a practical action plan to effectively manage change, fear and stress.

The questions one more time:

#1: Where are we right now?

#2: What are the “what ifs” to be considered?

#3: Have I communicated? Do I understand and am I ready to communicate what I’ve observed, what I’m concerned about and my opinion?

#4: Can I specifically and succinctly put that in a method or message that will be well received by my decision makers?

#5: Can I control my emotions under such pressure?

#6:  Can I accept the rejection that might might come?

#7: Am I willing to take the risk?

I’ll remind you that with risk comes reward. And taking a risk does not mean there is inherent danger or misfortune waiting. It may mean great reward and great fortune lies ahead for you! When managing change, use these seven questions to guide you in that direction.

This is just the start. We help you and your team with the process of managing change, stress and fear. Let’s talk. 

#managingchange #managingchangestressandfear #willingtotaketherisk

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Professional Speakers: The Overlooked Essential Service Provider

“Mr. DeMille, I’m ready for my close up.”

No, I’m not some Hollywood diva nor do I desire to be.  I’m just a working professional speaker, trainer, consultant and author who, like most everyone I know, has had a lot on his mind recently.

Since early March 2020, most of my professional colleagues have experienced professional challenges of biblical proportions (an intentional callback to Cecil B. DeMille, Producer/Director of the movie, The Ten Commandments).

I’ve certainly not experienced anything like this in my 32 years of full-time professional speaking.  I’ve earned professional designations and have been awarded various recognitions for my work.  But in Spring 2020, that mattered little.

When it was determined that social distancing and isolation were necessary to combat mounting COVID-19 cases and deaths, virtually overnight the speaking, training and meetings industry came to screeching halt.

The Overlooked Ripple Effect

We’ve all heard about the severe economic impact visited upon hotels, restaurants and airlines.  But in my opinion, thousands of other small businesses have been generally overlooked, including caterers, videographers, sound engineers, meeting planners, bureaus and yes, speakers, trainers, coaches and consultants.

All have been completely without work or have seen their normal workloads — and related revenues — severely affected (diminished) without much hope for returning to a predictable level for the foreseeable future.

I’m guessing not many outside my industry — the professional speaking industry — would support my assertion that at this point in history, professional speakers, trainers and those who support such services are, in fact, essential service providers.

Sadly, it’s legend that when an individual company or industry hits hard times for almost any reason, the first thing to be cut from working budgets is speaking, training, consulting services and related travel.  And that’s too bad.  In fact, I believe it’s professionally shortsighted.

Leadership & Communication Is Essential When…

Throughout history, professional speakers, trainers, coaches, consultants, professional communicators of all sorts have proven themselves essential in effectively sharing critical information, education, instruction, direction, hope, encouragement, inspiration, even entertainment and humor to purposefully illuminate the path ahead.

It’s true for my area of expertise: professional leadership development.  Many would agree that leadership has never been more critically needed, yet more sadly lacking.  Leadership vision is essential for an uncertain future.  Leadership is essential in the midst of change, realignment and reorganization.  Leadership is required for critical decision making. Leadership communication is vital to stay connected with those distant and working remotely from us.  The list could continue.

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Forward-Thinking Examples

Over the past two weeks the path has brightened somewhat for me. On a personal note, during the past 14 days or so, I have led a 2-hour virtual training session. I’ve presented a live virtual keynote to a business cooperative (350 participants around the country.) And just last week, booked a November engagement (live or virtual, whichever is necessary) and recorded a keynote address to be shown in mid-October to a virtual trade association audience.  More that 1,000 members expected.

In other words, some forward-thinking organizations are embracing the need and this moment in order to move forward.  In so doing, they are enlisting the services of proven professional communicators to support their plans.

Professional Speakers Practice What We Preach

Earlier this month, the National Speakers Association (NSA), successfully held it’s first ever 3-day virtual conference in its 40+ year history.  Approximately, 700 professional speakers from around the U.S. participated, each preparing for that time when our services are determined to be essential again.

As Past President of NSA during the Great Recession (2009-2010), I am so proud of current NSA leaders and the example they are modeling for our members and clients alike, in addressing and overcoming professional adversity.  It’s a message we practice as well as preach.

The biblical Book of Proverbs, historically referred to as “the book of wisdom,” reminds us in Proverbs 15:22 “Without consultation plans are frustrated, but with many counselors they succeed.”  Then in Proverbs 25:11 “Like apples of gold in settings or sliver is a word spoken in right circumstances.”  (New American Standard Bible)

As sure as I believe this current viral scourge will be isolated and eliminated, I believe professional speakers and our industry will once again prove ourselves essential in helping those organizations and individuals who seek our services. As we have in times past, we stand ready to respond to that call of service.

How can I help you today? Let’s talk.

#professionalspeakers #professionalspeaking #essentialserviceproviders #keynotespeakers #speakerstrainersauthors #nationalspeakersassociation #virtualkeynotespeaker #meetingprofs #conferenceplanners #eventplanners #virtualevents #philvanhooser

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Customizable Workplaces Will Win

It used to be really easy to spot the difference between the wants and needs of employees among different generations. However, the more I study the five generations in today’s American workforce, I am even more convinced of all generation’s commonalities versus differences. Because of this, here’s why customizable workplaces will win in the future.

Customizable Workplaces Will Win

70% of organizations say leading multigenerational workforces is important for their success over the next 12-18 months, but only 10% say they are ready to address this trend.

-Deloitte Insights 2020

Adapting workplace processes now, in order to meet the wants and needs of both existing and future employees, will lead to higher success in recruiting and retaining high performing employees — of all generations — going forward.

You might be thinking, how in the world could I adapt to so many different people with such different wants, needs, and motivations?!

Ah, I have good news! While there are clear differences between generations, there are also a few very important similarities. This leads to today’s conversation — customizable workplaces will win.

Customizable workplaces are defined by the organization’s ability to offer multiple options to satisfy the same desire among employees. Here are examples of three desires that remain largely true for all generations in today’s workplace.

 

Flexibility to Fulfill Personal Purpose

As American culture has evolved over the years, people of all generations are putting a higher level of importance on their need to fulfill their personal purpose. Very few people are taking a hiatus from work in order to fulfill that need. Instead, employees want to be able to both work and fulfill their personal purpose. I’m seeing more and more organizations help to make that happen, and those organizations are a top employment choice for high performers.

What can your organization do to meet this common desire? Here are some questions to consider during your next strategic planning discussion:

Which departments in our business that can operate successfully with more flexible hours and office space?
Are there specific organizations (potentially non-profit) in our community that we could partner with to give employees an option to serve others while fulfilling our mission as a company?
Do I know my direct reports’ personal purposes they desire to fulfill? If not, when can I schedule time to get to know them better?

Work with Good Leadership

Notice that I didn’t say great leadership, I said good leadership. Gone are the days where most people would stay in a job, regardless of poor leadership, simply because they felt they had no other option. Even during the recent crisis our nation has faced, opportunity still exists. If employees aren’t being served by good leaders, many will leave to find good leaders to work with.

What defines good leadership? Respectful. Honest. Ethical — Those are the basics expected from leaders! The leaders who communicate well, empower others, build strong teams, etc. – those are the leaders who’ve gone from good to great!

What can your organization do to meet this common desire? Here are some questions to consider during your next strategic planning discussion:

Do I know for certain if employees view me as a respectful, honest, ethical leader? If not, what’s the next step in gaining that understanding?
If our leadership team is not where we should be from a respectful, honest, and ethical relationship with employees, what’s the best development plan to move our leadership team in the right direction?

 

Personal and/or Professional Growth Opportunity

Many different factors play into people of all generations desiring growth opportunities. Depending on the stage of life, the growth opportunity most important to your individual employees may change.

We know that:

The majority of Gen Z want to improve their soft skills
Many Millennials want opportunities to advance their career monetarily
Increasingly more Gen X and Boomer’s want increased responsibility
People from all generations want more influence with those around them

The fundamental desire remains the same – growth. Some organizations excel at creating and offering individual growth opportunities, most don’t. Those that do, see increased employee engagement, performance, and loyalty. Over time, increased engagement, performance, and loyalty likely lead to increased profitability…something all organizations desire!

What can your organization do to meet this common desire? Here are some questions to consider during your next strategic planning discussion:
What are the specific growth opportunities your individual employees want?
Additionally, what are the specific growth opportunities your individual employees need?
What do  you currently offering in the way of growth opportunities that do not line up with your individual employee’s wants and needs? Can you reallocate resources in order to create opportunities that better align with individual and organization wants and needs?

 

Customizable Workplaces will Win

Today’s workforce makeup = Traditionalists, Baby Boomers, Gen X, Millennials, and Gen Z.

Additionally, have you heard of Perennials? And I’m not talking about flowers!

In 2016, Gina Pell first described Perennials as an ever-blooming, relevant people of all ages who live in the present time, know what’s happening in the world, stay current with technology, and have friends of all ages.

Do you know any Perennials? Maybe you are one?

Ultimately, my point here is that we are seeing more common fundamental desires among generations today than we did before. With that being said, knowledge is worthless without action. So, will you take the first step in leading your organization toward greater success by having a strategic conversation around creating a more customizable workplace? I sure hope so. I’m wishing you huge success!

Need soft skills training to successfully implement strategic initiatives? We can help!

#generationsatwork #softskills #leadershipdevelopment #leadershiptraining #strategicplanning #customizableworkplaces

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Walk the Talk: How’s Your Leadership Credibility?

During the leadership development training I conduct, people often share the clearest perspective on great leadership. They also come up with some of the biggest problems leaders create for themselves. One person brought up the critical issue of leadership credibility. In short, why is it important for leaders to walk the talk? And what happens when they do?

Walk the Talk: How’s Your Leadership Credibility?

Ray, a city administrator in Arkansas, addressed his comments directly to the issue of leadership credibility.

“Phil, leaders who don’t ‘walk the talk’ and who don’t consistently behave with honesty and integrity create major problems for themselves. Leaders who say the organization should behave in a particular way, but who (themselves) behave contrarily, immediately lose their credibility.”

Okay, how can anyone possibly argue with Ray’s reasoning?

If leaders don’t uphold the same — or higher — level of accountability as their employees, can they really think those employees will respect them enough to follow their lead?

Seems like the logical answer is “no.” But let’s face reality.

Beware the Double Standard

Often “established” leaders allow themselves to become unfocused … lackadaisical … even lazy … in their professional actions and activities. We could probably consider dozens of examples. But I’ll offer just three to get you thinking.

As a leader, have you ever set a firm deadline that you expected someone else to meet? But then you offered nothing but excuses when you didn’t make good on a commitment you had made?
As a leader, have you ever criticized someone for being unable to control their emotions, especially their temper? But in a pressure-packed moment, you lost your temper publicly — without regret or apology?
Finally, as a leader, have you ever encouraged someone else to be open to change?  But complained bitterly when you were asked or expected to change?

I’m with Ray. In order to earn leadership credibility, leaders must commit to “walk the talk.” When they do, good things happen.

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Leadership Credibility

A leader who walks the talk is the one with leadership credibility. When a leader is willing to be held accountable, trust thrives between the leader, employees and team members. And studies show a high trust culture positively impacts performance and productivity.

From an earlier post, here are three practical ways leaders can walk the talk, build trust and grow performance.

Take responsibility and share recognition.

Communicate with employees.

Share feelings instead of showing them. 

When leaders hold themselves to a higher level of accountability, they set the performance standard. And this gives employees a clear perspective of what is expected of them.

So I’ll ask the question again: How’s your leadership credibility?

Can we help your leaders “walk the talk”? You bet! Let’s talk now!

#leadershipcredibility #walkthetalk #leadersareaccountable #employeetrust #takeresponsibility #philvanhooser #problemsleaderscreate

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Smart Move: Don’t Give Employees What They Want

Earning trust and respect is hard — losing it is easy. One smart move leaders should make: Don’t give employees what they want. Here’s what I mean…

Smart Move: Don’t Give Employees What They Want

You can pull up all kinds of guidance on the internet that tell you it’s smart to give employees what they want. I’ll admit, there are certain situations where you’ll hear me recommend that. However, today is not that day. Today I am focusing on situations where it’s smart for leaders to not give employees what they want. By following the strategy of not giving employees what they want in these specific instances, you’ll set yourself up — as a leader — to earn more respect, trust, and loyalty from employees. When you’ve earned their respect, trust, and loyalty…the possibility for unprecedented success becomes an achievable option.

 

Strategic Plans

When it comes to strategic plans, whether it be for personnel, acquisitions, etc., only so much should be shared with those not directly in the planning process. Some employees may really want to know this information for multiple reasons. This is where leaders must possess a high level of discernment with information and potentially not give employees what they want. Here are a couple of examples:

Give employees what they want >> If leaders have specific strategic plans for certain high-performers within the organization, it may be wise to go ahead and share those plans with that specific individual. Why? If you have a high performer who is looking for advancement opportunities, they may be looking at other organizations besides the one they’re in right now…that means you could lose them. Ouch. However, if you show them a way up in your organization, they’ll be less likely to find a way out.

Don’t give employees what they want >> If leaders are in the midst of strategic plans to acquire another business, leaders might should keep that information to themselves. For example, if the company is in the midst of purchasing negotiations, there are several factors that could negatively play out if information starts circulating about the purchase. Additionally, if the purchase doesn’t work out, then there’s no immediate need to go back and explain why.

Many employees want to be “in-the-know” when it comes to the strategic plans of the business for multiple reasons. It’s best if leaders know the information employees want and you can share it with them — do it!

However, if leaders know the information employees want and they should not tell them — don’t! How do you do that the best way? Leaders can simply respond to employees by saying, “I’d love to share that information with you, but I can’t right now. When the time is right, I will.” Then, leaders, you better keep your word! By showing employees that you can be trusted to keep information safe, they’ll be more likely to trust you in the future with information, thoughts, feelings, motivations, etc. they may have not shared with you otherwise.

 

Co-worker Details

It can be difficult to balance the fine line between a strong leader/employee relationship and a friendship — especially in today’s world when we’re all communicating on cell phones and interacting on social media. Leaders must always take the superior position. What does that mean?

Here’s an instance when you should not give employees what they want: An employee comes to you digging for information on their co-worker Karen who has been underperforming. Do not give them what they want. It’s critical that you as a leader take the superior position. The employee may have blurred the line in your relationship, but as a leader — you cannot.

This may help you know when and what to share…think of an organizational chart. When picturing an organizational chart, leaders should never have negative discussions about employees or leaders with people under them on the organizational chart. Instead, if there’s an issue, work with those above you on the organizational chart in order to come up with a solution.

When you make this smart move, you’ll once again be taking advantage of an opportunity to earn increased respect, trust, and loyalty from employees.

 

More Information

People love information…especially if they feel like they’re one of the first to know. Employees will often come to you asking for more information on any and everything under the sun. Should you give employees what they want? If you don’t have factual information from reputable sources, my answer is no.

Think about the coronavirus right now and how leadership is handling the situation. People are demanding more information. Leaders are scrambling to find the latest, greatest info out there and they’re quick to tell people what they “know”. What I’m watching now is leaders who are having to backtrack on what they’ve said and spin their wheels trying to earn back the respect and trust they so quickly lost because of giving incorrect information.

It’s much better for leaders to say “I don’t know but I am working to find out” versus trying to simply come up with an answer. Don’t give employees what they want if what you have to give is not certain and correct. You and your people’s success is too much to risk.

 

Don’t Give Employees What They Want, Give Them What is Best

Every move leaders make should infuse trust into your team. It matters what you say, when you say it, how you say it…and it matters what you don’t say, when you don’t say it, and how you don’t say it.

Leadership is different than it used to be. Leadership is less a dictatorship and more of a relationship. Relationships take calculated communication. You don’t have to be a “yes” leader in order to earn employees respect, trust, and loyalty. Instead, be a best leader…one who shares and teaches what is best for the company, leader, and employee… when you do that, the respect, trust and loyalty will follow.

 

Leading today’s diverse workforce is complicated. We can help? Let’s talk!

 

#leadership #leadershipdevelopment #leadershipblog #modernleadership #21stcenturyleadership #millennialleadership #leadinggenz #multigenerationleadership #diversityleadership

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Employee Intentions Leaders Need to Know

Justin Beiber’s Intentions song reminded me of leadership this week. (Does that mean #Covid19 is getting to me?! Maybe. I’m kidding!) Seriously though, for those of us still showing up to work, we all have different intentions. My question to you as a leader is – do you know each of your employee’s intentions when it comes to work right now?

Employee Intentions Leaders Need to Know

As a leader, it’s important that you have your finger on the pulse of what is changing – what will change – and that you’re taking action in a way that will set yourself and your team up for success. When it comes to your employees, their intentions for showing up to work every day may have changed – especially during the pandemic. Are you aware of the shift?

 

Intentions Change

Think about this for a moment: Imagine people in Target. To the average observer, because everyone is walking around appearing to be doing the same thing, most would quickly conclude that those pushing a cart around the store are there with the intention to shop. However, if you dig deeper, you’d discover that some people go to Target with a list and some just go for an hour.

Let me say that again in case you were just scrolling: Some people go to Target with a list (and some just go for an hour).

People in the same place, appearing to be doing the same thing, ultimately have different intentions….and the same person’s intentions may change every time they go to that place.

I may go to Target on a Saturday morning to enjoy some time alone and with no intention to buy anything.
I may go to Target on a Tuesday afternoon to grab a specific list of snacks for my kid’s t-ball practice.
During a pandemic, I may not step foot in Target at all.

See what I mean?

Leaders, the same principle applies to the workplace. Everyone has a reason – an intention– for showing up to work right now. And, their intention may have radically changed during this pandemic…and changed not only once, but potentially multiple times!

 

Potential Intentions

At different times in our lives, we are motivated by different things. When a leader understands what is motivating each individual employee, the leader can then adjust the way they communicate, delegate, and work to motivate each person. When a leader does that correctly, only improved performance will result.

Here are a few different intentions employees may have for showing up to work every day right now:

-Money.

Let’s face it, everyone works for money. However, some people are only showing up with the sole intention of getting a paycheck.

-Mental Stimulation.

Some employees’ intentions for showing up to work every day right now may be to keep themselves from going crazy during the quarantine.

-Social Interaction.

Some employees may be showing up right now because they need to be around other people instead of being isolated.

-Purpose

Some employees may need to feel part of a positive purpose during a time where everything seems turned upside down and wrong side out.

 

Intentions Shift

Pre-pandemic, one employee’s intention for showing up to work may have been simply for purpose – to be a part of your mission.

However, during the pandemic, that employee’s spouse may have lost their job and now the employee’s driving motivation is money.

As a leader, if you try to motivate that employee based on their previous intention for working with you (purpose) then you risk losing all the positive momentum you would have gained with them if you instead focused on their intention to provide for their family monetarily.

 

Leader’s Intentions

So, in order to drive performance on your team, maybe it’s time to have a personal one-on-one conversation with each of your employees to discuss your intention to pay attention to their changing intentions. (Thank you Justin Bieber ;)) Leaders who choose to do the work to adapt their approach accordingly, those will be the leaders who ultimately land on top!

 

Leaders must take an individualized approach to leadership with today’s workforce. Need help? Let’s talk!

 

#employeeengagement #employeeretention #leadershipdevelopment #diverseworkforce #adaptabilityskill #emotionalintelligence

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