The holidays are a challenge for some and in our current economy, there may be more challenges than you usually see. As a Contagious Leader, you may not see the difference between a stress induced reaction, or a bad holiday attitude, or fear based thinking that turns into a morale problem, unless you know what to look for. Try these leadership tips to help you get through the holidays and lead those who need you most during this time...
1. Remain compassionate - not everyone's holiday looks like a Kay Jewelers commercial. There are money concerns, family stresses and issues you may not even know about that surface between Thanksgiving and the December holiday season. Depression usually reveals itself in ways that mirror a "bad attitude", but don't be fooled. Compassion and patience can carry you a long way to maintaining productivity, fortifying your ability to earn respect, and simply, showing others that you do really care. You do, don't you?
2. Address the fear - if you're company is among the many who are talking about layoffs and cost reductions, be clear with those you work with on what is coming in the next few weeks. If the team you lead is walking around in fear of their jobs, their performance will not likely be stellar, but more often it will slow down, if not stop all together. Fear creates a freezing type of behavior. In the face of ambiguity, people also freeze. Tell what you know to the point of over informing and if you have been given a gag order to tell anything, help those you lead to work through the consequences you know are coming. In other words, if you are going to lay someone off and you know it, find a way to help them get clear on what action they should take to land on their feet. There is a way you can help without revealing that which you have been asked to keep secret.
3. Watch your own tolerance and attitude - compassion is one thing, dealing with your own stress is another. This is a time in our office when we wrap up all the open projects we have been too busy to finish. While others are decorating trees, planning holiday dinners, and wrapping presents, I am usually delegating tasks, reviewing websites, writing books, and more. That means that my own stress, of my own doing, may rub off on others and I have to be careful not to let this spill over into the relationships with those that I have the privilge of leading. Your fuse may be shorter this time of year and watch out. A mere drive to the office supply store the closer we get to Christmas, could create an unusual amount of stress. Pay attention to how that is affecting your mood and don't let that stress be contagious.
You are a Contagious Leader and it is always about those you have the privilege of leading. This time of year, that can become an even more important fact. Stay Contagious!
Saturday, November 29, 2008
Saturday, October 25, 2008
Contagious Leadership: Pride - Is it a good thing?
Contagious Leaders Beware: Exessive Pride will keep you from Success
When we talk about Contagious Leadership, the emphasis is on realizing all that you do rubs off on other people. If you rode your broom into work today, it rubs off on others. If you are happy go lucky in your leadership style, that, too will rub off on other people. And, as I read recently, an excessive amount of pride will also rub off and frankly keep you from achieving the type of success you may be looking for. The fourth lesson in Contagious Leadership, my first book, written in 2001, is "Leaders Ask for Help from those they lead". With excessive pride, you will not be able to ask for help, much less admit that you might need some. See the below quotation from Mark Cole and give it some thought. In fact, let me know what you think. I'd love to hear from you on your Contagious Leadership journey. Stay Contagious!
Monica
"Pride, the excessive and false sense of self importance, is the number one block to prosperity and the basic breeder of poverty. Every time you allow your pride ot be spurred on by fear of rejection it will keep you from asking questions and for help. It's your refusal to ask that will keep you from receiving. Only when you overcome your fear and pride will you begin to ask rightly and only then will you receive your just due." M. Cole, A Little More off the Top
When we talk about Contagious Leadership, the emphasis is on realizing all that you do rubs off on other people. If you rode your broom into work today, it rubs off on others. If you are happy go lucky in your leadership style, that, too will rub off on other people. And, as I read recently, an excessive amount of pride will also rub off and frankly keep you from achieving the type of success you may be looking for. The fourth lesson in Contagious Leadership, my first book, written in 2001, is "Leaders Ask for Help from those they lead". With excessive pride, you will not be able to ask for help, much less admit that you might need some. See the below quotation from Mark Cole and give it some thought. In fact, let me know what you think. I'd love to hear from you on your Contagious Leadership journey. Stay Contagious!
Monica
"Pride, the excessive and false sense of self importance, is the number one block to prosperity and the basic breeder of poverty. Every time you allow your pride ot be spurred on by fear of rejection it will keep you from asking questions and for help. It's your refusal to ask that will keep you from receiving. Only when you overcome your fear and pride will you begin to ask rightly and only then will you receive your just due." M. Cole, A Little More off the Top
Contagious Leaders: Pride - Is it a good thing?
Contagious Leaders Beware: Exessive Pride will keep you from Success
When we talk about Contagious Leadership, the emphasis is on realizing all that you do rubs off on other people. If you rode your broom into work today, it rubs off on others. If you are happy go lucky in your leadership style, that, too will rub off on other people. And, as I read recently, an excessive amount of pride will also rub off and frankly keep you from achieving the type of success you may be looking for. The fourth lesson in Contagious Leadership, my first book, written in 2001, is "Leaders Ask for Help from those they lead". With excessive pride, you will not be able to ask for help, much less admit that you might need some. See the below quotation from Mark Cole and give it some thought. In fact, let me know what you think. I'd love to hear from you on your Contagious Leadership journey.
Stay Contagious!
Monica
"Pride, the excessive and false sense of self importance, is the number one block to prosperity and the basic breeder of poverty. Every time you allow your pride ot be spurred on by fear of rejection it will keep you from asking questions and for help. It's your refusal to ask that will keep you from receiving. Only when you overcome your fear and pride will you begin to ask rightly and only then will you receive your just due." M. Cole, A Little More off the Top.
When we talk about Contagious Leadership, the emphasis is on realizing all that you do rubs off on other people. If you rode your broom into work today, it rubs off on others. If you are happy go lucky in your leadership style, that, too will rub off on other people. And, as I read recently, an excessive amount of pride will also rub off and frankly keep you from achieving the type of success you may be looking for. The fourth lesson in Contagious Leadership, my first book, written in 2001, is "Leaders Ask for Help from those they lead". With excessive pride, you will not be able to ask for help, much less admit that you might need some. See the below quotation from Mark Cole and give it some thought. In fact, let me know what you think. I'd love to hear from you on your Contagious Leadership journey.
Stay Contagious!
Monica
"Pride, the excessive and false sense of self importance, is the number one block to prosperity and the basic breeder of poverty. Every time you allow your pride ot be spurred on by fear of rejection it will keep you from asking questions and for help. It's your refusal to ask that will keep you from receiving. Only when you overcome your fear and pride will you begin to ask rightly and only then will you receive your just due." M. Cole, A Little More off the Top.
Sunday, September 28, 2008
Now is the time for Relationship Economics
When hundreds of companies are cutting back on two of the most important budgetary items: training and marketing, you contagious leaders out there may have to take some of this into your own hands and create your very own form of Relationship Economics.
A very good friend of mine, Mr. David Nour, is the author of a fantastic and relevant, as well as helpful book entitled Relationship Economics: The Art and Science of Relationships.
Here are just some of the highlights in what you will learn with this new tool and how it will help you to grow your Contagious Leadership:
"In interviewing over 1,000 managers, directors and executives of Fortune 500 organizations, mid-market companies and early-stage ventures, without exception, they all concurred that beyond educational foundation and professional pedigree, your personal and professional success depends on the diversity and quality of your relationships. Yet most of us don’t spend enough time building and nurturing the key relationships we need to achieve success. That’s where Relationship Economics® comes into play.
Relationship Economics isn't about networking. It's about learning how to invest in people for an extraordinary return. It's about exchanging Relationship Currency®, accumulating Reputation Capital®, and building Professional Net Worth®. It's about learning the art and science of transforming your most valuable relationships into execution, performance, and results."
Order your very own copy at Amazon.com today. this book was just released on September 18, 2008!
Stay Contagious!
Wednesday, July 30, 2008
Contagious Leadership is important when the money runs out
What does a Contagious Leader do when the money runs out in the business? Last night on the news, we heard of one company that owns the chain Bennigan's and Steak and Ale (or at least a number of them in the nation) closing almost all of the existing locations of these popular restaurants. For a moment I was a bit sad, as I can still remember when Steak and Ale opened in the city I grew up in, Waco,Tx. It was a big deal and where you went when you wanted to go someplace "fancy".
Then I thought of how I would have responded to employees who asked "Are our jobs secure?" How would a Contagious Leader respond? Truth is, I've been there both as a middle manager and an executive, being asked that very question. Sometimes in a corporation of that size, you as a middle manager know what is going on and at other times you are just as much in the dark as the employees. The key is to be as honest as you can and even if you have to day "You know, I am not sure if your job is secure. I think it is, but something tells me it might not be. So if you need to make plans or need my help, let's talk. If not, let's see if we can get through this together."
Contagious Leaders work with employees and treat them as people. People deserve the truth and they deserve the utmost of your respect, as well as you deserve it from them. Thus when the money runs out, tell 'em how it is and tell 'em what you can. That does mean you simply say "All is well and things are good." particularly when you know they are not. Shooting straight will serve you much better.
Stay Contagious,
Monica
Then I thought of how I would have responded to employees who asked "Are our jobs secure?" How would a Contagious Leader respond? Truth is, I've been there both as a middle manager and an executive, being asked that very question. Sometimes in a corporation of that size, you as a middle manager know what is going on and at other times you are just as much in the dark as the employees. The key is to be as honest as you can and even if you have to day "You know, I am not sure if your job is secure. I think it is, but something tells me it might not be. So if you need to make plans or need my help, let's talk. If not, let's see if we can get through this together."
Contagious Leaders work with employees and treat them as people. People deserve the truth and they deserve the utmost of your respect, as well as you deserve it from them. Thus when the money runs out, tell 'em how it is and tell 'em what you can. That does mean you simply say "All is well and things are good." particularly when you know they are not. Shooting straight will serve you much better.
Stay Contagious,
Monica
Friday, July 25, 2008
Contagious Leaders... can be women too!
Check it out, there's a new book in the works and it's all about women as leaders and the effect it has on others.
Not only are these women leaders... these are contagious women.
Not only are these women leaders, they are what we call Commanders in the CORE Profile.
(check out www.monicawofford.com coaching programs, then click CORE)
Not only are these women leaders, they are the ones wearing the heels.
Get the idea....? Well... there's more..
Tell me what you think about the title of my 4th book:
Contagious Commander in Heels
In addition, tell me what you think about the subtitles...
Our Love Affair with Achievement and How it Rubs Off on Others and Can Hurt our Image, but Doesn't Have to.
How to Keep Your Achievement Affair from Rubbing Off on Others and Ruining Your Relationships
Looking forward to your feedback. ALL comments will be read!
Stay Contagious!
Monica
Not only are these women leaders... these are contagious women.
Not only are these women leaders, they are what we call Commanders in the CORE Profile.
(check out www.monicawofford.com coaching programs, then click CORE)
Not only are these women leaders, they are the ones wearing the heels.
Get the idea....? Well... there's more..
Tell me what you think about the title of my 4th book:
Contagious Commander in Heels
In addition, tell me what you think about the subtitles...
Our Love Affair with Achievement and How it Rubs Off on Others and Can Hurt our Image, but Doesn't Have to.
How to Keep Your Achievement Affair from Rubbing Off on Others and Ruining Your Relationships
Looking forward to your feedback. ALL comments will be read!
Stay Contagious!
Monica
Leading in Times Like These
What is the difference between good times and these times? There are a couple of things, but the key question is do you lead differently during tough times than you lead during great times? The short answer is "no", but there's more.
When I have led teams through muliple mergers, budget crunches and hiring freezes, the stress gets high and the emotions run wild, but the reality is that those you lead are still looking to you for leadership, guidance, motivation and understanding. Keep in mind leadership doesn't mean you doing all the work, it means you developing those you have the privilege of leading.
Tough times are not an excuse to stop leading or to stop leading well, they are merely a reason for you to improve your skills that much more and keep on truckin'. (er, I mean leading)
Stay Contagious!
Monica
When I have led teams through muliple mergers, budget crunches and hiring freezes, the stress gets high and the emotions run wild, but the reality is that those you lead are still looking to you for leadership, guidance, motivation and understanding. Keep in mind leadership doesn't mean you doing all the work, it means you developing those you have the privilege of leading.
Tough times are not an excuse to stop leading or to stop leading well, they are merely a reason for you to improve your skills that much more and keep on truckin'. (er, I mean leading)
Stay Contagious!
Monica
Thursday, June 19, 2008
What keeps you up at night boss?
Hello Contagious leaders!
Usually sales people ask the "what keeps you up at night?" question of a leader who has decision making authority. The unfortunate answer is that most leaders don't know what keeps them up at night, but they know what all the little things are that keep them from leading all day long.
It's a common question... with an uncommon and widely varied answer. This question was mentioned to me again this week and I thought I would share my two cents with you. It isn't what keeps a leader up at night that is so important, it is more than that. It is what keeps a leader from doing what their true role is that's the problem. It is the management stuff, the day to day fire drills, the time in the day that never seems to be enough and the coaching that should happen but doesn't seem to. Those are the problems that could be solved and would benefit both employees and leaders if they were solved.
Stay Contagious!
Monica
Monica
Maybe in our quest to become a Contagious Leader... one who provides real remedies for real people... we could work less on what "keeps up at night" and more on what keeps us from being a better leader all day long.
Leadership Begins With You!
When we talk about leadership, we usually are talking about leading others, however, the truth of the matter is that if we are unable to lead ourselves, we have no business leading other people.
Leading yourself, for Contagious Leaders, means the following:
1. Believe for yourself what you are saying to others
2. Apply to yourself those skill sets and mind sets that you are asking others to follow or use
3. Moderate your own self talk
4. Watch the ratio of those things you take professionally versus those you take personally
5. Be as fascinated by your own mistakes as the mistakes of others sometimes frustrate you
And now for the moment of truth, being a Contagious Leader isn't about just giving advice, giving direction, or sharing wisdom for the purpose of helping others be better... it is about taking your own advice, giving yourself good direction and regularly gaining more wisdom.
Sometimes we have to focus as much or more on ourselves in order to be there for those that we lead, when they need us...
Stay Contagious!
Monica
Leading yourself, for Contagious Leaders, means the following:
1. Believe for yourself what you are saying to others
2. Apply to yourself those skill sets and mind sets that you are asking others to follow or use
3. Moderate your own self talk
4. Watch the ratio of those things you take professionally versus those you take personally
5. Be as fascinated by your own mistakes as the mistakes of others sometimes frustrate you
And now for the moment of truth, being a Contagious Leader isn't about just giving advice, giving direction, or sharing wisdom for the purpose of helping others be better... it is about taking your own advice, giving yourself good direction and regularly gaining more wisdom.
Sometimes we have to focus as much or more on ourselves in order to be there for those that we lead, when they need us...
Stay Contagious!
Monica
Monday, May 26, 2008
Insights into Incentives
Modified from a fantastic book that has more to do with leadership than you might think... "Make it Stick" by Chip and Dan Heath, this insight into how incentives might be designed and responded to is powerful!
'Imagine that a company offers its employees a $1,000 bonus if they met certain performance targets. There are three different ways of presenting the bonus to the employees:
1. Think of what $1,000 means: a down payment on a new car or that new home improvement you've been wanting to make.
2. Think of the increased security of having that $1,000 in your bank account for a rainy day.
3. Think of what the $1,000 means: the company recognizes how important you are to its overall performance. It doesn't spend good money for nothing.
When people are asked which positioning would appeal to them personally, most of them say No. 3. ... Here's the twist though: when people are asked which is the best positioning for other people, they rank No. 1 mos followed by No. 2. That is, we are motivated by self-esteem, but others are motivated by down payments. This SINGLE insight explains almost everything about the way incentives are structured in most large organizations.'
Thanks Chip and Dan Heath for explaining how Contagious Leaders might want to re-think their incentive plans. Are you postioning the benefits of your company with a focus on how they (employees) might receive them or how you might like to receive them?
Stay Contagious!
'Imagine that a company offers its employees a $1,000 bonus if they met certain performance targets. There are three different ways of presenting the bonus to the employees:
1. Think of what $1,000 means: a down payment on a new car or that new home improvement you've been wanting to make.
2. Think of the increased security of having that $1,000 in your bank account for a rainy day.
3. Think of what the $1,000 means: the company recognizes how important you are to its overall performance. It doesn't spend good money for nothing.
When people are asked which positioning would appeal to them personally, most of them say No. 3. ... Here's the twist though: when people are asked which is the best positioning for other people, they rank No. 1 mos followed by No. 2. That is, we are motivated by self-esteem, but others are motivated by down payments. This SINGLE insight explains almost everything about the way incentives are structured in most large organizations.'
Thanks Chip and Dan Heath for explaining how Contagious Leaders might want to re-think their incentive plans. Are you postioning the benefits of your company with a focus on how they (employees) might receive them or how you might like to receive them?
Stay Contagious!
Companies Don't Buy Leadership Training... they buy better leaders.
So many leaders, so little time... so many issues and so few to lead them... it happens a lot. Companies are facing a leadership challenge and they aren't wanting to buy more stuff or more training, they are looking to resolve their leadership issues.
How do you know if your company needs leadership training to resolve those issues?
1. If your company is seeing an increase in attrition and problem employees.
Attrition, or the number of employees leaving versus the rate at which they are coming aboard, can be a sign that leadership is not coaching or training effectively. When problem employees are on the rise, this can also be a sign that there is a lack of coaching skills and development mindset. A contagious leader knows the value and impact of positive coaching and spending the most of their time with those employees doing it right.
2. If you are hearing "I told you so" or "or else" more often than you used to.
There is a difference between using one's leadership authority or power and using one's influence. Contagious Leaders use influence to encourage employees to follow them. Regular leaders, or managers more so, use their title or their position to get others to do as they have asked. (or told!) Contagious Leadership training can help those in positions of power utilize their power in ways that inspire performance instead of create more people problems such as resistance, attitude problems and sabotage.
3. If you have a line out the HR door and they are dealing with attitude problems daily.
Attitude issues are exceptionally difficult to work with and they often come from resentful employees. Some are resentful because of life's events, but some are that way because they have asked and spoken up, in subtle and not so subtle ways, for a leadership change, but to no avail. Leaders with additional training in communication, coaching, and development of others will be able to proactively prevent resentment from showing itself in performance and developing into attitude issues.
Keep in mind, leadership training should lead to solutions for leadership issues. You are not buying a leadership training course, you are bringing in the development of your leaders. That, if done well, will bring you a significant return on your training investment. It will bring you a reduction of attitude issues, attrition, abuse of power and problem employees. Leadership Training - several thousand bucks, Experienced Speaker - thousands of dollars, reduction of problem employees and attitude issues - PRICELESS.
If your organization needs leadership training, contact Monica Wofford International at www.monicawofford.com or 1-866-382-0121.
Stay Contagious!
How do you know if your company needs leadership training to resolve those issues?
1. If your company is seeing an increase in attrition and problem employees.
Attrition, or the number of employees leaving versus the rate at which they are coming aboard, can be a sign that leadership is not coaching or training effectively. When problem employees are on the rise, this can also be a sign that there is a lack of coaching skills and development mindset. A contagious leader knows the value and impact of positive coaching and spending the most of their time with those employees doing it right.
2. If you are hearing "I told you so" or "or else" more often than you used to.
There is a difference between using one's leadership authority or power and using one's influence. Contagious Leaders use influence to encourage employees to follow them. Regular leaders, or managers more so, use their title or their position to get others to do as they have asked. (or told!) Contagious Leadership training can help those in positions of power utilize their power in ways that inspire performance instead of create more people problems such as resistance, attitude problems and sabotage.
3. If you have a line out the HR door and they are dealing with attitude problems daily.
Attitude issues are exceptionally difficult to work with and they often come from resentful employees. Some are resentful because of life's events, but some are that way because they have asked and spoken up, in subtle and not so subtle ways, for a leadership change, but to no avail. Leaders with additional training in communication, coaching, and development of others will be able to proactively prevent resentment from showing itself in performance and developing into attitude issues.
Keep in mind, leadership training should lead to solutions for leadership issues. You are not buying a leadership training course, you are bringing in the development of your leaders. That, if done well, will bring you a significant return on your training investment. It will bring you a reduction of attitude issues, attrition, abuse of power and problem employees. Leadership Training - several thousand bucks, Experienced Speaker - thousands of dollars, reduction of problem employees and attitude issues - PRICELESS.
If your organization needs leadership training, contact Monica Wofford International at www.monicawofford.com or 1-866-382-0121.
Stay Contagious!
Wednesday, May 21, 2008
What do YOU say when someone asks "How Are You?"
Managers are notorious for not leaving thier offices. Contagious Leaders however, use an enhanced version of MBWA (management by walking around) and who knew... they actually talk to people and ask questions. Yet, one of the most popular questions is "How are you?" and we live in a culture that summarily dismisses this question and the answer. People will ask "How are you?" and then are lucky to hear an audible response, much less stick around to hear what it was... most of us just keep walking. Contagious Leaders... Beware of the perception that you don't care what the answer is if you are asking "how are ya?" and walking away. On the other hand, you can stop foot traffic with some unusual answers to the question when YOU are asked "how are you?" Here are a few to try out and just see what happens:
1. Finer than frog hairs
2. Energized and revitalized
3. Fascintated (instead of Frustrated!)
4. Getting better by the minute
5. Better than a bowl of cherries in summertime
6. If I were any better there would be two of me
7. Fabulous and Fantastic (inspired by the publisher of Orlando Woman newspaper)
8. Filled with hope and happiness
9. Truly happy (or blessed, excited, enthused, pleased to be here, etc)
10. Hotter than a firecracker
11. More brilliant than a diamond mine
12. Contagiously Confident! (my favorite!)
13. Good - any day I wake up above ground is a good day!
14. Happy to be alive!
15. Better than a rainbow on a rainy day
16. If I were any better, I'd need pom-poms!
Share this list with the negative Neds and negative Nellies in your life or at the office and give them some subtle or not so subtle hints. Contagious Leaders lead themselves and their own attitudes before trying to lead others. What have you been saying when someone says "How are you?" and how does that reflect your own attitude?
Stay Contagious!
1. Finer than frog hairs
2. Energized and revitalized
3. Fascintated (instead of Frustrated!)
4. Getting better by the minute
5. Better than a bowl of cherries in summertime
6. If I were any better there would be two of me
7. Fabulous and Fantastic (inspired by the publisher of Orlando Woman newspaper)
8. Filled with hope and happiness
9. Truly happy (or blessed, excited, enthused, pleased to be here, etc)
10. Hotter than a firecracker
11. More brilliant than a diamond mine
12. Contagiously Confident! (my favorite!)
13. Good - any day I wake up above ground is a good day!
14. Happy to be alive!
15. Better than a rainbow on a rainy day
16. If I were any better, I'd need pom-poms!
Share this list with the negative Neds and negative Nellies in your life or at the office and give them some subtle or not so subtle hints. Contagious Leaders lead themselves and their own attitudes before trying to lead others. What have you been saying when someone says "How are you?" and how does that reflect your own attitude?
Stay Contagious!
Wednesday, May 14, 2008
Corporate Speak continues...
Today, I saw an article that said "Who is Learning From You?" that talked of the ever popular brain drain of the baby boomers leaving the workplace and yet also had a different twist. It said that organizations... every organization is in one of four stages:
1. Building and creating
2. Managing their organization
3. Defending why it is no longer growing
4. Blaming someone else for why it is not growing
I had to laugh as it seemed so true and it also seems to apply to the stages that we experience as leaders. When we are building and creating something, often identified by the use of the words, "on boarding" or "building strawmen" or some other such drivel, we are eager to bring others with us.
When we are managing stuff, often described as "rallying the troops" or "assimilating" or "dipping into the culture", we get into the thinking that people can be managed as easily as stuff and we begin to call them human resources or human capital.
When things stop growing and we experience "slow growth", a "downturn", or a "stabilization period", we begin to defend our own errors, cease asking for help for fear of showing a weakness and defend directions that we think we have communicated clearly.
When things go south, as we are seeing in many organizations right now, leaders look for blame and rarely are they looking at the three fingers pointed back at themselves when one is outstreched. Heads will roll, people begin to pay and we experience the use of words such as "freeing up for new opportunities", "right sizing", or "Liberating team members"
My big question is this... contagious leaders.... do you experience these stages first or does the organization experience them first and then we follow the example?
Stay Contagious!
1. Building and creating
2. Managing their organization
3. Defending why it is no longer growing
4. Blaming someone else for why it is not growing
I had to laugh as it seemed so true and it also seems to apply to the stages that we experience as leaders. When we are building and creating something, often identified by the use of the words, "on boarding" or "building strawmen" or some other such drivel, we are eager to bring others with us.
When we are managing stuff, often described as "rallying the troops" or "assimilating" or "dipping into the culture", we get into the thinking that people can be managed as easily as stuff and we begin to call them human resources or human capital.
When things stop growing and we experience "slow growth", a "downturn", or a "stabilization period", we begin to defend our own errors, cease asking for help for fear of showing a weakness and defend directions that we think we have communicated clearly.
When things go south, as we are seeing in many organizations right now, leaders look for blame and rarely are they looking at the three fingers pointed back at themselves when one is outstreched. Heads will roll, people begin to pay and we experience the use of words such as "freeing up for new opportunities", "right sizing", or "Liberating team members"
My big question is this... contagious leaders.... do you experience these stages first or does the organization experience them first and then we follow the example?
Stay Contagious!
Tuesday, May 13, 2008
Leadership - What does it mean?
Take a look at the word LEADERSHIP - what does it mean?
Let's look at it differently... LEAD-ER-SHIP or maybe we should say LEAD YOUR SHIP. It is likely that somewhere along the way, this might have been the true origin of the word as the historical leaders were also captains of some ship or some army. However, in this day and age, your ship is the team you serve, the team you have the privilege of leading and notice I did not say "your team". They are not yours. The ship or rather department might be your responsibility, but the people are not yours.
Thus, LEADERSHIP might mean "Figuring out how to lead those people who are tasked with helping you run your division, team, company, etc". Leading those people is more important to long term producivity than managing all the tasks that they do. Contagious Leaders focus on the leading of people and not the managing of stuff - you can delegate stuff. Can't you?
Stay Contagious!
Let's look at it differently... LEAD-ER-SHIP or maybe we should say LEAD YOUR SHIP. It is likely that somewhere along the way, this might have been the true origin of the word as the historical leaders were also captains of some ship or some army. However, in this day and age, your ship is the team you serve, the team you have the privilege of leading and notice I did not say "your team". They are not yours. The ship or rather department might be your responsibility, but the people are not yours.
Thus, LEADERSHIP might mean "Figuring out how to lead those people who are tasked with helping you run your division, team, company, etc". Leading those people is more important to long term producivity than managing all the tasks that they do. Contagious Leaders focus on the leading of people and not the managing of stuff - you can delegate stuff. Can't you?
Stay Contagious!
Leaders: Say What you Mean!
I spent some time today in a corporate office of a rapidly growing company and after talking with three different executive level folks, I was reminded at how much we become our environment. Things were said that sounded like this:
- Let's log in after the meeting and share pertinent information
- Are you on board with the modifications that our client is requesting of this business unit?
- Is your team ready to by trimmed down and nimble?
- What are the levers that you will be moving as you assimilate into the business?
I wasn't sure sometimes if I was aboard the starship Enterprise (always think Star Trek when someone says they want to assimilate me or my services) or just in a land in which Dilbert would have a hey day. THough I understand everything that was said, I began to wonder if we don't do so much talking at people as leaders that the begin to become immune to what should be our contagious enthusiasm and leadership. Why can't we just say what we mean, which to me for each of the above, would have sounded like this:
- "let's log in.."
See me after the meeting and let's chat about what you heard
- "Are you on board..."
Do you agree or disagree with the changes we are making? Why or why not?
- "Is your team ready.."
Are you prepared for budget reductions and can you do more with less?
- "What are the levers..."
How will you impact business and how long will it take you?
Contagious Leaders say what they mean and don't try to lead by confusing the very resources (yep... people) that they are trying to empower (motivate to do more) to produce effective and efficient solutions (do more while staying creative and positive and being paid the same).
Stay Contagious!
- Let's log in after the meeting and share pertinent information
- Are you on board with the modifications that our client is requesting of this business unit?
- Is your team ready to by trimmed down and nimble?
- What are the levers that you will be moving as you assimilate into the business?
I wasn't sure sometimes if I was aboard the starship Enterprise (always think Star Trek when someone says they want to assimilate me or my services) or just in a land in which Dilbert would have a hey day. THough I understand everything that was said, I began to wonder if we don't do so much talking at people as leaders that the begin to become immune to what should be our contagious enthusiasm and leadership. Why can't we just say what we mean, which to me for each of the above, would have sounded like this:
- "let's log in.."
See me after the meeting and let's chat about what you heard
- "Are you on board..."
Do you agree or disagree with the changes we are making? Why or why not?
- "Is your team ready.."
Are you prepared for budget reductions and can you do more with less?
- "What are the levers..."
How will you impact business and how long will it take you?
Contagious Leaders say what they mean and don't try to lead by confusing the very resources (yep... people) that they are trying to empower (motivate to do more) to produce effective and efficient solutions (do more while staying creative and positive and being paid the same).
Stay Contagious!
Sunday, April 27, 2008
Are you leading or herding?
From the desk of your Contagious Leader, Monica Wofford
Do you find yourself doing the cat herding exercise on Monday mornings? If so, then you may want to change that title on your business card from leader to Herder! Leading is about those you serve, lead, guide, direct, challenge, and help to grow - NOT all of their activities that you spend time managing. Focus on how to help that person or those persons grow that are looking to you for leadership and your efforts in herding their activities, will be greatly minimized. :)
Do you find yourself doing the cat herding exercise on Monday mornings? If so, then you may want to change that title on your business card from leader to Herder! Leading is about those you serve, lead, guide, direct, challenge, and help to grow - NOT all of their activities that you spend time managing. Focus on how to help that person or those persons grow that are looking to you for leadership and your efforts in herding their activities, will be greatly minimized. :)
Language of Leadership
Sometimes the blinding flashes of the obvious are well... just that...blinding. This week I have listened to so many people say things like "I am in a bad mood." or "i am so tired" or "I am such a loser, moron, goof ball, etc". Though these things may seem completely benign, your brain hears a declaration of this sort and pretty much goes with the flow. It doesn't come back at you and say "No, you're not". Instead it says... "OKAY". so watch your language. Instead say... "I am getting better by the minute!", or "I am learning fast." or "I am going to get this."
There are a whole host of words that are not PC for the office and are also the first words one learns in a foreign language it seems, but there are words that are far more damaging than mere profanity. Watch what you say about YOU and about others. If you are going to be a successful leader, and you can be... there are some fine tuning things that are equally as important as the typical skills of delegation and time management. The language thing is key to watching your mindset ... the skill set of knowing what to DO will be much easier to grasp if you have a firm grip on what you SAY to yourself and others.
There are a whole host of words that are not PC for the office and are also the first words one learns in a foreign language it seems, but there are words that are far more damaging than mere profanity. Watch what you say about YOU and about others. If you are going to be a successful leader, and you can be... there are some fine tuning things that are equally as important as the typical skills of delegation and time management. The language thing is key to watching your mindset ... the skill set of knowing what to DO will be much easier to grasp if you have a firm grip on what you SAY to yourself and others.
Sunday, April 6, 2008
Leadership Rejection
Leaders, would you agree that sometimes it isn't whether those employees follow you, listen to you, or even do what you say? Sometimes and somedays you just want to know if they like you, like any of your ideas, or think you are in any way cool. It's human nature. We all want to be liked and to have other people indicate that they like us in some way. Leaders can experience rejection and it can be painful, particularly if you are new to the position.
You can tell if you are suffering from Leadership Rejection if you:
- frequently ask for approval from others
- you fish for compliments
- refuse to get close to any employee or become friends with them for fear of feeling rejection
If you feel Leadership Rejection is impeding your ability to lead well, try these tips:
- stop taking everything as personally - sometimes comments are aimed at your title, not you
- find a sounding board outside of the office that you can validate your opinions and thoughts with
- seek approval from your superiors by asking for objective feedback and guidance to improve
Sometimes the rejection a leader experiences comes from the feeling that he or she is not "good enough to do the job" or "not knowledable enough" or "not old/young enough", etc. Before you convince yourself that others are rejecting you, be sure it's not coming from you.
Happy Leading,
Monica
You can tell if you are suffering from Leadership Rejection if you:
- frequently ask for approval from others
- you fish for compliments
- refuse to get close to any employee or become friends with them for fear of feeling rejection
If you feel Leadership Rejection is impeding your ability to lead well, try these tips:
- stop taking everything as personally - sometimes comments are aimed at your title, not you
- find a sounding board outside of the office that you can validate your opinions and thoughts with
- seek approval from your superiors by asking for objective feedback and guidance to improve
Sometimes the rejection a leader experiences comes from the feeling that he or she is not "good enough to do the job" or "not knowledable enough" or "not old/young enough", etc. Before you convince yourself that others are rejecting you, be sure it's not coming from you.
Happy Leading,
Monica
Sunday, March 30, 2008
Attitude Problems are Confidence Problems
Employee attitude problems: a dangerous, treachorous and complicated area to address...
If you talk with someone about his or her "attitude", the immediate assumption is that the attitude is bad and it doesn't take much to take an "attitude problem" personally. This will result in an almost immediate and automatic defensive posture from the person to whom you are speaking.
Those who practice Contagious Leadership respond in reasonable ways to even unreasonable situations and in the case of attitude, it may be an unreasonable situation, but you still must consider a reasonable solution. Approach the person with the following example dialogue:
"John, can you come by my office before you go? I have some good stuff I want to share with you."
When he arrives...
"I've noticed some improvement in __________ area of your work. Thank you for your efforts. I have also noticed a decrease in your (interest level, professional conduct, appropriate communication with your co-workers - as examples). This is something that I think we can address pretty easily and I have a few questions for you. Are you willing to talk about this with me?"
If the answer is no... explain that the item you are focused on is imperative for his job success and that if he is unwilling to address it, you will have no alternative other than to include this notation in his performance review and that this could likely end up risking his continued employment. Stay calm and be matter of fact, but not an "ice queen or king".
Most people will say yes ... IF you approach the problem from "we are in this together" and "you wish to work WITH him" as opposed to "you have to fix this or else!".
Ask questions such as:
"What is the trigger that is creating what I am seeing?"
"What could we remove or do differently in your role to eliminate that trigger?"
"What causes the feelings that lead to the behavior I am seeing?"
Notice that no questions begin with the word WHY as this is one of the most defensive mood creating words in the English language. Once this dialogue has begun, keep on point and continue to focus on the behavior that you have begun to address. You may not find all the reasons it is happening or solve the entire world's problems in this one conversation, but you can get the ball rolling. The key is that without making the other person uncomfortable or feel like you are attacking his attitude or confidence, you have made him aware that there is an issue. You have been a contagious leader and shown your willingness to help him grow and develop in an area necessary for job success.
If you talk with someone about his or her "attitude", the immediate assumption is that the attitude is bad and it doesn't take much to take an "attitude problem" personally. This will result in an almost immediate and automatic defensive posture from the person to whom you are speaking.
Those who practice Contagious Leadership respond in reasonable ways to even unreasonable situations and in the case of attitude, it may be an unreasonable situation, but you still must consider a reasonable solution. Approach the person with the following example dialogue:
"John, can you come by my office before you go? I have some good stuff I want to share with you."
When he arrives...
"I've noticed some improvement in __________ area of your work. Thank you for your efforts. I have also noticed a decrease in your (interest level, professional conduct, appropriate communication with your co-workers - as examples). This is something that I think we can address pretty easily and I have a few questions for you. Are you willing to talk about this with me?"
If the answer is no... explain that the item you are focused on is imperative for his job success and that if he is unwilling to address it, you will have no alternative other than to include this notation in his performance review and that this could likely end up risking his continued employment. Stay calm and be matter of fact, but not an "ice queen or king".
Most people will say yes ... IF you approach the problem from "we are in this together" and "you wish to work WITH him" as opposed to "you have to fix this or else!".
Ask questions such as:
"What is the trigger that is creating what I am seeing?"
"What could we remove or do differently in your role to eliminate that trigger?"
"What causes the feelings that lead to the behavior I am seeing?"
Notice that no questions begin with the word WHY as this is one of the most defensive mood creating words in the English language. Once this dialogue has begun, keep on point and continue to focus on the behavior that you have begun to address. You may not find all the reasons it is happening or solve the entire world's problems in this one conversation, but you can get the ball rolling. The key is that without making the other person uncomfortable or feel like you are attacking his attitude or confidence, you have made him aware that there is an issue. You have been a contagious leader and shown your willingness to help him grow and develop in an area necessary for job success.
Difficult People Bugging You?
If you work with difficult people, (and who doesn't?) try some Contagious Leadership steps and help cure the "bug" that may be infecting you and your office with stress, tension, and conflict.
1. Identify the Difficult People and Determine Who or What Issue You Will Focus on First.
There may be 8-10 difficult people or things that you see at your office. Working on all at once will drive you nuts. Pick one and put most of your energy into resolving it. OR - pick one and decide whether or not it is worth worrying about. If it is not, then let it go and stop spending time on it - for good. Having picked one to work on a contagious leader would....
2. Articulate What Makes This Person or Situation Difficult
Is the difficult part stemming from how different that person is from you or how their thinking differs from yours? If so, they are different, not difficult. This means that what that person does is not personal, it is merely their way of doing things. Teach them how to do different and follow up. If that doesn't work, value what about them you do like and stop taking the different parts so personally. After all, if we were ALL the same and thought the same way, how boring and lacking in creativity would that be.
Now, if they are difficult becuase of an attitude issue or lack of performance issue, these are addressed differently. Focus on the problem, NOT the person and convey the what and why of what you want them to do or act like. Your role as a leader includes keeping those that report to you accountable. It also means that you must follow up and conduct repeated course corrections. Waiting until they have completely messed something up and it is too late to fix it - is too late to address a problem. That conversation will only result in frustration for you and an erosion of confidence for that person. Address it early and often until the difficulty goes away.
3. Make Your Interest in Resolving the Difficulty Contagious
If you as the leader approach a problem with the belief that it has always been this way and always will be this way and "why do I bother" then seriously consider why, in fact, you ARE bothering to talk about it. Negativity breeds more of the same. APproach the situation with different ideas, a contagious enthusiasm (without the pom-poms!) to try something new and brign that person with you in the effort. If the difficult person sees an unmistakable, truly sincere interest from you to work on the issue, then you are more likely to get some kind of cooperation, instead of repeated resistance.
Stay Contagious and Happy Leading!
Monica
1. Identify the Difficult People and Determine Who or What Issue You Will Focus on First.
There may be 8-10 difficult people or things that you see at your office. Working on all at once will drive you nuts. Pick one and put most of your energy into resolving it. OR - pick one and decide whether or not it is worth worrying about. If it is not, then let it go and stop spending time on it - for good. Having picked one to work on a contagious leader would....
2. Articulate What Makes This Person or Situation Difficult
Is the difficult part stemming from how different that person is from you or how their thinking differs from yours? If so, they are different, not difficult. This means that what that person does is not personal, it is merely their way of doing things. Teach them how to do different and follow up. If that doesn't work, value what about them you do like and stop taking the different parts so personally. After all, if we were ALL the same and thought the same way, how boring and lacking in creativity would that be.
Now, if they are difficult becuase of an attitude issue or lack of performance issue, these are addressed differently. Focus on the problem, NOT the person and convey the what and why of what you want them to do or act like. Your role as a leader includes keeping those that report to you accountable. It also means that you must follow up and conduct repeated course corrections. Waiting until they have completely messed something up and it is too late to fix it - is too late to address a problem. That conversation will only result in frustration for you and an erosion of confidence for that person. Address it early and often until the difficulty goes away.
3. Make Your Interest in Resolving the Difficulty Contagious
If you as the leader approach a problem with the belief that it has always been this way and always will be this way and "why do I bother" then seriously consider why, in fact, you ARE bothering to talk about it. Negativity breeds more of the same. APproach the situation with different ideas, a contagious enthusiasm (without the pom-poms!) to try something new and brign that person with you in the effort. If the difficult person sees an unmistakable, truly sincere interest from you to work on the issue, then you are more likely to get some kind of cooperation, instead of repeated resistance.
Stay Contagious and Happy Leading!
Monica
Sunday, March 23, 2008
LEARN LEADERSHIP
The Top TEN Ways to Become a Contagious Leader
- Find the leaders on the team you lead that have no title.
- Keep a cool head even in times when the world is falling apart. ("Contagious Leaders respond reasonably to even unreasonable situations" M. Wofford, Contagious Quotations)
- Call employees “those that work WITH you”, instead of those that work FOR you.
- Adhere to the principle that “communication is not what was said, but what was received.
- Maintain clarity around the fact that attitudes are not taught or changed without the owner’s consent. Criticize someone's attitude at your own risk.
- Free up for new opportunities those who are unable to perform at the established standard.
- Exhibit leadership traits as a part of who you are, not what your title says. Recognize that managers always have a title, leaders often do not.
- Observe what people do for others to learn what they would like to have done for them. This becomes very important when choosing recognition tactics.
- Spend most of your time with those who are performing the way you have asked them to.
- Encourage all those you lead to have or get a LIFE! Be sure to have one yourself. All work and no play, makes a leader a dull person.
Best of success on becoming a contagious leader!
Monica
LEARN LEADERSHIP
The Top TEN Ways to Become a Contagious Leader
- Find the leaders on the team you lead that have no title.
- Keep a cool head even in times when the world is falling apart. ("Contagious Leaders respond reasonably to even unreasonable situations" M. Wofford, Contagious Quotations)
- Call employees “those that work WITH you”, instead of those that work FOR you.
- Adhere to the principle that “communication is not what was said, but what was received.
- Maintain clarity around the fact that attitudes are not taught or changed without the owner’s consent. Criticize someone's attitude at your own risk.
- Free up for new opportunities those who are unable to perform at the established standard.
- Exhibit leadership traits as a part of who you are, not what your title says. Recognize that managers always have a title, leaders often do not.
- Observe what people do for others to learn what they would like to have done for them. This becomes very important when choosing recognition tactics.
- Spend most of your time with those who are performing the way you have asked them to.
- Encourage all those you lead to have or get a LIFE! Be sure to have one yourself. All work and no play, makes a leader a dull person.
Best of success on becoming a contagious leader!
Monica
Saturday, March 8, 2008
Leading Through the Tough Times
Did you know that a recession is defined by two quarters of GDP decline? Well, ladies and gentleman we are looking at two quarters of GDP growth. Does that mean all is rosy? Nope. But, if you take a look at magazine headlines and articles from the 70's, if you take out the price of oil, the price of gas and the military portion, the information is the same. It is just like reading a Newsweek of today. These are cycles and they happen and they are TEMPORARY. The doom and gloom of the news, the media and the uneducated, may not be helping you lead anyone through the tough times, least of all, you!
When leading through the tough times, try:
1. Being positive but not polly anna.
2. Being clear on direction and compassionate on people issues
3. Being open to more emotional discussion than usual.
Until we have the honor of meeting in person...
When leading through the tough times, try:
1. Being positive but not polly anna.
2. Being clear on direction and compassionate on people issues
3. Being open to more emotional discussion than usual.
Until we have the honor of meeting in person...
Wednesday, January 30, 2008
Human Capital in the Headlines
This is an article blurb that I ran across in the ASTD bulletin. Perhaps if the leaders of these organizations realized that the employees on their "To -do" list were actual people instead of human capital on a budget line, they would be well on their way to resolving the challenges faster. Your thoughts?
Boards Increase Oversight of Human Capital Issues Human Resource Executive (12/07) Vol. 21, P. 20; Behan, Beverly
A new study by the Hay Group reveals that more boards, especially those of the top companies, are paying attention to human capital issues. The Hay Group conducted a study of 150 top executives for Fortune magazine as part of their report on the World's Most Admired Companies. The survey found over 75 percent of boards added management of human capital to their to-do list in the past several years. Over 66 percent said CEOs and management often consult board members on human capital issues, like employee-turnover rates, job-acceptance rates, diversity statistics, and employee-satisfaction. Attention to these issues was even more prevalent in the most admired companies than average. For example, over 80 percent of the most admired companies developed human capital strategies as part of their overall corporate strategy, compared to 70 percent of most other boards. More than 80 percent of the most admired companies also included human capital measures as part of their CEO performance evaluation, and over 90 percent had emergency succession plans in place. This study demonstrates how attention to human resources is an important factor in helping a company get an edge on its competition.
Boards Increase Oversight of Human Capital Issues Human Resource Executive (12/07) Vol. 21, P. 20; Behan, Beverly
A new study by the Hay Group reveals that more boards, especially those of the top companies, are paying attention to human capital issues. The Hay Group conducted a study of 150 top executives for Fortune magazine as part of their report on the World's Most Admired Companies. The survey found over 75 percent of boards added management of human capital to their to-do list in the past several years. Over 66 percent said CEOs and management often consult board members on human capital issues, like employee-turnover rates, job-acceptance rates, diversity statistics, and employee-satisfaction. Attention to these issues was even more prevalent in the most admired companies than average. For example, over 80 percent of the most admired companies developed human capital strategies as part of their overall corporate strategy, compared to 70 percent of most other boards. More than 80 percent of the most admired companies also included human capital measures as part of their CEO performance evaluation, and over 90 percent had emergency succession plans in place. This study demonstrates how attention to human resources is an important factor in helping a company get an edge on its competition.
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