Are you a good boss or a bad boss?

If you’ve already downloaded my brochure, Coaching for Enhanced Business Performance, you’ll have noticed I included a quote in there from Daniel Goleman, expert on Emotional Intelligence, that goes as follows:

“Self-awareness of leadership abilities was greatest for CEO’s of the best-performing companies and poorest for CEO’s of the worst performers…”

Goleman’s book, The New Leaders, was published in 2002 and it turns out that this statement is substantiated by the more recent findings of Robert Sutton, Professor of Management Science and Engineering at Stanford University.  In 2010 Sutton published a book entitled Good Boss, Bad Boss: How to be the Best and Learn From the Worst about which I recently saw an interesting introductory webinar.

Sutton says good bosses find ways to be in tune with their people and understand what it feels like for others to work with them. In his presentation, he summarises it thus:

“To be a great boss, you’ve got to be remarkably self-obsessed.  Not for egotistical or selfish reasons, but because staying ‘in tune’ with your people is a hallmark of great bosses.”

You can watch Sutton talking about the key themes of his book in the You Tube video below.

Once you’ve watched the watched the video, you may want to ask yourself, how well aware are you of what it feels like to work for you?

 Team building exercises have now become a superb way to increase staff morale recently. Along with ensuring the labour pool enjoy a fantastic day or 2 of fun and excitement, the advantages to managers and company owners are two-fold. First, a well-run activity will help to activate a powerful ethos of togetherness at work or factory, and 2nd, they give a great insight into which delegates are likely to be natural leaders.

Off-site activities are often a great chance for everyone to let their hair down ; most people are completely different when they are away from the work environment. It is rarely straightforward to see the genuine person underneath the mask, and it surprises some to see that team building exercises frequently see the meek inheriting the spotlight. Those shrinking violets can turn out to be perfect management material of the future.
 
 There is a confusing array of activities available these days – to suit every size of group – as well as each budget. Some teams could benefit from adrenaline-packed out of doors games, while others might prefer something a little more desk-based and cerebral. There are even weekend package deal available, which can mix a mixture of the two.

A driving experience might be the ideal way to offer a tiny competition among your team. The banter that results is not only great fun, it also gets things going among the whole group. There’s nothing quite like enjoying an action-packed few hours at the wheel of an off-road automobile, careering over the rough, muddy hills of a consultant course. Quad bikes are also popular , as are rally cars.

 When talking about team building, Scotland is the ideal location. Wonderful locations take full advantage of the region’s classic landscape, and the indoor facilities provide all you need to keep a group entertained and refreshed. Their experts can advise on which activities would most closely match your staff, and can organise a tailor-made event that may surprise and delight every member.

Make tracks to Scotland for your next team building activity ; it’s the perfect place to supply a amazing time for everybody.     

“Employee Engagement”… is the new Buzz Word(s) of the day. A recent “Google” search reflects over 800,000 potential hits on sites offering wisdom or potential surveys on Employee Engagement especially for Gen X and Gen Y employees.

Before a reflection and sharing data on the new Present Environment, and Future Ramifications, allow me a moment to reflect on the past… Many of us in Senior Leadership positions have suggested that our employees are our greatest asset. In many organizations, it may be a case of words speaking louder than actions.

Leaders of the Past

I think most Leaders would subjectively agree that employees are more likely to produce in an environment where they are generally satisfied and comfortable. But many Leaders often fall short on two major assumptions. First, we have a tendency to define “satisfied” in traditional terms of financial compensation/benefits, and second, we have a tendency to interpret employee perceptions through “our” traditional frames of reference. Maybe it is not your fault, or even to be expected as we are all products of our traditional cultures. But concepts such as “Trust” and “Feeling Valued” by employees are clearly replacing pure money as catalysts for dis-engagement and turnover. Many Leaders just don’t recognize or understand the shift in employee values because it forces us to change the way we perceive our organizational effectiveness.

But perhaps most importantly, historically it has been really difficult to quantify any correlation between workplace environment and financial return. And since we have been trained over the last 75 years to judge success based on ROI, and the efficiency of the “process,” if we cannot measure the return on people engagement, it becomes a good idea, but ultimately, a low priority. Traditional Management Theory, taught most of us, “measure it, or dismiss it…” Thus training budgets are usually the first to be cut, especially training for critical soft skills, Leadership, and I am not even going to discuss senior management’s “old school” perception of training related to Culture.

All of that is changing, and changing fast. The statistical data is overwhelming. Recent research led by Gallop (Q12) and many other quality surveys, including those by ISR, are changing the priority of workplace environment, especially an environment where the employees feel as though they are “Engaged” in the Mission. I believe this can be a tremendous future advantage companies or organizations with the courage and foresight to look inside their organizations for a long term sustainable competitive advantage.

So how do we define this Buzz around Employee Engagement? ISR Global Research Director Patrick Kulesa defines Employee Engagement as: “Committed, Believe in the Values of the Company, Feel Pride in their Employer and Go the Extra Mile – and Business Results.”…

In short, engaged employees feel as though they are truly valued at work. Engaged employees feel as though they directly contribute towards the Mission, and enthusiastically communicate the value of their organization. Recent data reflects the transformation from warm and fuzzy directly to the bottom line. But understanding the radically different set of values of today’s employees is a necessary catalyst for engagement success.

Leaders of the Present

For those Leaders looking for support data: 2005 ISR Study (over 600,000 employees worldwide) revealed that those organizations with High Employee Engagement realized a 5.75% difference in operating margin and a 3.44% difference in net profit margin versus low engagement companies. The Gallop research reflects only 29% of the three million surveyed employees felt engaged, 55% not engaged, and 16% actively not engaged via an interview with Co-Author Curt Coffman, First Break All the Rules. Gallop estimates that this last 16% of actively not engaged employees cost the American Economy over $ 350 Million per year in lost productivity.

There are two critical potential danger signals for Leaders of today. First, of the 55% that are not engaged, they are typically not negative towards the organization in any way, almost a sleeping danger or cultural liability. And secondly, national statistics reflect a direct correlation between the length of time an employee spends with an organization and being more likely to become not engaged. For many of us, we are never as excited as we are in our first week of work. We join our organizations believing we can make a difference in the lives of our customers and co-workers. Then in some most companies, over time we feel less valued, or as though we have less of an active role in contributing to the value related principals that attracted us in the first place and then our engagement declines.

Author Leigh Branham suggests, “According to more than 80% of employees, it’s not that there’s greener grass on the other side of the fence; it’s the preponderance of negative factors in their current workplaces-from poor management practices to toxic workplace cultures-that essentially push them toward the door.” Or in fact Cultures that move employees lower on the engagement scale. As many seemingly successful companies have lifetime employees, we cannot assume that they remain engaged in our “Holy Grail”, Customer Service, or dedication to the Mission, either internally or externally.

Engagement Test

In addition to investing in employee satisfaction surveys (highly recommended considering the national data) to measure employee engagement, I might suggest another test. What if we were to look at the five most significant ideas in the last year, that moved our Teams ahead of the curve in terms of “Improving the Lives of Clients or Co-Workers,” (internally as well as externally)? How many of those five ideas came from within our organizations? How many of those five ideas originated from “engaged” hourly employees striving to make a difference in the Service-Centric or Mission-Driven Culture? Can you identify five?

Future Leaders

The most effective way to engage employees is to involve each of them in the culture. Leaders need to be consistently talking and listening about Service Values and Service Missions to employees offering them an opportunity to share ways in which they contributed towards the Mission, then acknowledge and reward or recognize them. This is what author John Kotter (Leading Change) refers to by continuing to build the coalition, and celebrating short term wins.

But most critically, it is imperative for Leaders to “Walk the Walk.” Actions speak far louder than words when leading by example. I am encouraging Leaders to look in the mirror when it comes to consistency in programs, incentives, and engagement as it  directly contributes to the Service Mission. In my hundreds of interviews with Managers and Employees, I am often drawn to the “inconsistencies” identified by employees that have yet to be recognized by Leadership. If you ask and listen, they will share… These inconsistencies can be a significant cancer to any potential cultural shift to increased employee engagement.

The rules of Leadership are changing rapidly, not simply evolving. The powerful contribution to the bottom line and conduit for growth that is a direct result of Employee Engagement critical for all of us in the future. Engaged employees will create more loyal Customers and Employees, creating more opportunities for growth.

Many of us in Senior Leadership positions have suggested that our employees are our greatest asset. I encourage you to find new ways to engage your employees in the effort to live your “Holy Grail” and put actions way ahead of simple words.

Michael Muetzel

Article Source: http://EzineArticles.com/?expert=Michael_Muetzel

Author of They’re Not Aloof…Just Generation X, Unlock the Mysteries to Today’s Human Capital Management

Mike Muetzel is a nationally recognized Author, Keynote Speaker and Leadership expert. His work has been featured in the national media including, The Associated Press, Bloomberg Television, Boardroom Magazine, The Manager’s Intelligence Report, The IBM Small Business Advocate, and The Boston Globe to name a few.

He is often referenced as a national expert on the unique characteristics of today’s employees. He has an extensive corporate background including nine years with Yamaha Motor Manufacturing Corporation where he sat on the Executive Committee. His prestigious clients include Fed Ex Freight, Kohler, Hilton Hotels, Motorola, Wyndham, Keebler and The Federal Aviation Administration among others. In addition, he is a former member of the faculty at Clayton State University, School of Business. University. In the words of Best Selling Author Ken Blanchard, “Mike understands what will make companies tick in the future, it’s about maximizing the potential of your people…”    Visit http://www.unlockthemysteries.com

With the current world economy, companies dependence on globalization to stay competitive, the shifting of talent from one base in the world to another, Diversity is only set to rise and to take on new significance on impacting the bottom line of today’s organizations.

Indeed I believe the argument for Diversity has been made years ago and that argument has been answered and won time and time again. Diversity affects the bottom line of organization and its effects are seen to find its way into the marketing organization, the this in turn has an impact on the company’s products and services and in turn the marketing channels and marketing categories which these products are classified in. The results? More business more sales more targeted and satisfied customers which is the impact on the company’s bottom line.

With this in mind, it is imperative to Infuse Diversity into the Business Consciousness. So, what do I mean by that? In summary, Diversity should be an integral part of the company’s business practices as a matter of course. Diversity needs to be part of the company’s Strategy, Structures and Process, Performance Metrics And Awards and its Culture and Behavior.

Strategy

Diversity needs to be a part of the company’s vision and infused into the day to day consciousness of how we run our business. The outcome for this is for Diversity to be a key driver of business success. This will lead to establishing the organization’s presence in diverse markets, build an winning workforce and also develop the company’s image and reputation in diverse communities.

Structure And Processes

The objective here is to establish (if necessary) and strengthen partnerships and teams within the Human Resources community. Strategic partnership networks should also be formed to ensure diverse perspectives are at work to enhance the company’s ability to reach different marketplaces and communities.

Performance Metrics And Rewards

Their must be support and recognition from the management team for the Diversity champions. Global organization metrics need to be implemented and the individuals within the organization who are accountable for the Diversity program need to be identified and this needs to be communicated throughout the organization.

Culture And Behavior

The awareness of Diversity needs to be increased within all teams throughout the organization by setting up and communicating the relevant connection between Diversity, Inclusion, Innovation and the effect on the companies bottom line.

This framework while not complete is a good foundation to structure any company’s Diversity initiative around.

Some key points to emphasize are that Human Resources, the management team, Diversity Champions and those from the specific Dimensions Of Diversity must work together in order to be successful at ‘infusing Diversity into the business consciousness. In particular it is essential for the higher management team to be readily seen participating in Diversity initiatives and articulating the benefits of Diversity within the organization whilst making the link between the company’s Diversity program and the effect on the company’s bottom line.

Human Resources may well officially own the Diversity program and managers may well own their particular departments, whether that be Accounting, Manufacturing, Logistics or Marketing but but managers are inherently responsible for the success of the Diversity program and its Infusion into the business consciousness of the organization.

Article Source: http://www.bestmanagementarticles.com 

About the Author:
Stephen C Campbell (MBA, MSc, MCIM) has worked on diversity programs throughout Europe, Far East & U.S. whilst in the corporate sector. He runs a Business Consultancy and has a keen interest in working with corporations on the link between Diversity and Marketing Strategy. http://www.CapidHouser.Com

What leadership is not: It is not Management. Management is working with and through people and groups to accomplish organizational goals. Leadership is influencing human behaviour, regardless of the goal.

A leader is first of all a person who serves people. In order to lead, people need to know that you care about them. You show you care by excellent service to them.

A leader has a mission that matters. Leaders become impassioned by a vision of an improvement in people’s lives and that passion becomes a driving force.

A leader is a great thinker. Without big thinking, we’d have no big results — and very few small ones. It is the big thinking of leaders that moves humanity forward. They are able to see people, places and things in a bigger and better light than currently exists. They see potential. They seek opportunity. They find answers before others have asked the questions.

Big, productive thinking flows from a fully functional imagination. Creative thinkers have open minds to all thoughts — they don’t judge or reject ideas prematurely or automatically. Leaders and big thinkers can literally change the world because they believe they can. That belief comes from a deep faith in themselves and others. People often don’t have that faith in themselves, so they welcome and gladly follow a leader who does have that faith and vision.

A leader has high ethics. Ethics are high standards of honest and honourable dealings based on our morals. Ethics are a set of basic working tenets for life and business. How we act and what we do, our methods of functioning, and how we apply our morals is our ethical behaviour. Ethics are APPLICATION. To live by your own ethical standards, you must first be clear what they are. Life is more fast-paced than ever before. “Winning” and getting ahead and making lots of money have become the common measures of success and, too often, that means “no matter what the cost.” Ethics are all too-often compromised on personal and professional levels.

A leader is a change Master. Communication, travel, science and technology — the reasons behind our “shrinking world” — have meant that change happens at exponential speed in our times. That means all change, positive and negative, designed and accidental. We must adapt — or become extinct. Extinction may take the form of products that are unmarketable, management styles that are ineffective, systems that are pointless, or relationships that are meaningless.
There will be times when change happens that is out of your control — maybe not even foreseen by you. There will be other times when you create change for the benefit of your vision and the people you lead. In either case, you cannot determine how other people will change or react, but you can impact their openness and receptivity. Provide new information to expand your followers’ thinking. Show them how their lives or work may become easier, more efficient, more pleasant, etc. once the change is in place. Provide new ideas to spark their creativity and broaden their horizons. Help them to imagine what things would be like with the change in place — how much better (and not so bad) than they had first thought. Create an open door by brainstorming and considering the possibilities.

Provide new experiences to build a desire for a belief in the value of change. Introduce “tests” or “examples” of what the change might mean for people to “try out.” Perhaps your situation would be appropriate for people to go see another environment with the change in place — so they can experience it for themselves.

A leader is sensitive. In any type of leadership role, you will be more effective by incorporating sensitivity to economic policy, government regulations, quality control, excellent service, trends, and so forth. Equally important is a sensitivity to the people you are leading. You can only be as effective as are the people you are leading. By supporting them on issues important to them, you are nurturing their effectiveness.

Leaders who can make a difference understand that people return value when they are valued. When they see a connection between their personal goals and those of an organization, they will work very hard to further the organization’s goals. Your sensitivity to people will help you match the right person to the right job or task. It will help you take an appropriate amount of risk to set an example for others and help them gain confidence in their own actions. People become renewed and fulfilled when their leader is able to help them deliver their own best performances. Leaders today work WITH people to empower them to bring out their best abilities, whereas leaders used to do things TO people to elevate their status.

A leader is a risk taker. There wouldn’t be much point in having a mission to make a difference and all the right big ideas if we didn’t have the courage to take a few risks to make it happen. Without risk, many of the big ideas would never even be possible and results would never materialize. Quite simply, the risk is the glue between a big idea and turning it into reality.

Risk means that you may suffer harm or loss as a result of taking certain actions. Sometimes that harm is serious physical danger, but more often it is a fear of failure and ridicule in the eyes of friends and associates. It’s important to have a strong belief in what you’re doing, so that the risk of criticism or ridicule don’t matter enough to hold you back.

A leader is a Decision Maker. Until decisions to take action are made, all you have is ideas and potential. At its worst, indecisiveness wastes time, effort, money, energy, and…life. Smart leaders understand that the wrong decision is better than no decision at all. And, NOT deciding actually is a decision, but for all the wrong reasons. As difficult as it may be to decide, when you determined to lead, you chose to be a decision maker. Decisions give birth to action, excitement and results. Indecision gives birth to regret.

A leader has Power. By using your power to empower others will foster confidence them. The result will be more energy and efficiency on the team. People will trust themselves when they see that you have entrusted them with power. They’ll be bigger thinkers and maybe develop into leaders themselves. You will bring out the best and the potential of people when you empower them to take action. Wise leaders who support others by sharing power find that their own personal power grows in terms of loyalty and respect.

Those who covet power and hold it close become dictatorial, authoritative, and….alienated. When power is shared, it grows; when it is guarded, it vanishes. Wise leaders also know that true power is not flaunted or forced. Effective leaders don’t intimidate or “pull rank.”

Effective power is typically used quietly, through persuasion, cooperation, respect, and example. Power at its dynamic best is used when it is needed, in emergencies and crises. Its value is in creating support for people and projects, rather than tearing them down.

A leader communicates effectively. Without effective communication, you simply won’t be able to make a difference. Good communicators have two things going for them — SKILL and PERSONAL PHILOSOPHY, which takes the form of attitude and passion. Just as you don’t know what’s going on if you don’t see it first-hand, you will be totally out of touch if you don’t LISTEN to the people.

Listening is the way you learn what’s going on — and how people are being affected. More often than not, when there are problems in an organization, the leader hasn’t paid attention well enough to hear about them until it’s too late. Learn the art of communication from experts.

A leader is a team builder. One of the most rewarding aspects of leadership is to contribute to and watch people grow into their own potential. As they solve problems, build skills and reach goals, you’ll realize that you’re actually making a difference with them. You’ll soon learn that most people are just waiting to be asked to help make a difference on the planet. The best way to do this together is with teams. Attract the right people and then motivate and train them and you’ll be on your way to making a big difference.

A leader is courageous. The role of leaders has become global, demanding the courage to act in the best interests of the people in our country and around the planet. Courage also inspires followers. As they see their leader go down difficult paths, face danger, make sacrifices, stand up for their beliefs, and remain true to their strengths and instincts, followers also become more courageous and strong.

A leader is committed. People who have a fear of commitment can never be a leader. A leader is committed to his followers and to show the above traits.

Article Source: http://www.bestmanagementarticles.com | http://leadership.bestmanagementarticles.com

About the Author: Summary of Sheila Murray Bethel’s book with the same title If you are interested in learning leadership, communication and relationship skills, visit us here.