Posts Tagged ‘Leadership’
The Introverted Leader
I’m an introvert. And so are many other reasonably bright, well-rounded, effective individuals. So it’s not a bad thing. But I do believe that to be most effective, the introverted leader should examine what this personality style can mean in the context of leadership – and know how to leverage it successfully.
(And if you’re more of an extroverted leader by nature, this is still worth paying attention to: to lead well you need to understand all types of personalities – including the introverts).
What makes a person more introverted or extroverted? In simplified terms it’s about how we process our information and how we ‘recharge’: the extrovert will often examine his thoughts out loud to others, whereas the introvert is more likely to spend more time alone making sense of his. The extrovert will seek out others as a source of stimulation and energy, and the introvert will be pushed to the edge of exhaustion if she’s unable to take refuge in her own solitude. Introverts are typically more socially reserved than extroverts, and their presence can easily be missed in a roomful of people (this is not synonymous with ‘shy’, however – we’re not necessarily shy as much as we are ‘quiet and unassuming’).
So, then, can an introvert really be an effective leader? Of course she can – but in a rather different way than how we’re used to thinking about leaders: most of the politicians and other leaders we see in the public eye are extroverts. This is the type of leader we’re used to because they’re in front of us every day. They’re charismatic, outgoing, and animated. They have a commanding presence. They’re the ‘people people’.
But it’s important for the introverted leader to refrain from trying to emulate the extrovert just because that’s what others may expect. Developing stronger speaking skills and making the effort to connect with others in more dynamic ways, for instance, are important things to practice – but trying to be someone we’re not is inauthentic. And nobody likes a phony.
(Finding this balance can be a fine line sometimes, but we can always check in with ourselves with this simple question: “Am I trying to be someone I’m not, or am I genuinely trying to bring out the best of who I am and who I could be?”)
We all have the ability to stretch our personalities a little; to enlarge them enough to more effectively meet the world head-on, and to operate a little bit out of our comfort zones. The introvert can and should learn to present himself in more outgoing ways as the situation requires – but he should also understand that much of his effectiveness actually lies in his introversion: that his natural tendencies as an introvert also happen to be important leadership qualities.
The introvert’s innate leadership qualities are in his tendency to observe carefully and evaluate accurately before engaging a situation; in his habit of formulating his thoughts and planning his message before speaking; and in his ability to quickly cultivate quality relationships.
So, yes, introverts can make great leaders – but they do need to stretch their boundaries in order to be heard in an extroverted world. And just as importantly, they need to recognize and embrace their ‘gifts’ rather than resent their ‘shortcomings’.
Coaching Skills for Leaders (The Nuts and Bolts)
Research has shown that people perform at higher levels when they are coached as opposed to “managed”. So, you might be asking, what is coaching, in a nutshell? What are some of the tools I can use as a leader? How, specifically, do I have a “coaching” conversation?
Coaching is about inspiring and empowering others through meaningful conversations and effective questioning. It trusts that people possess the wisdom they need to discover and realize their own potential. Coaching meets a certain need for many people: it’s a forum for objective conversation and full exploration. It’s a rare opportunity for an individual to focus solely on him or herself for a full hour on a regular basis. It’s a conversation different from what you would have with colleagues, family, or friends. It’s a place to get support when counselling isn’t really the answer. It’s for people who are already doing well in many areas, but are seeking renewed opportunities for growth.
Coaching is both a science and an art. It’s about the combination of theory, practice, and interpersonal finesse. There are some good coach training programs that address these components in depth – which one article on the topic could never hope to duplicate.
There are, nonetheless, some coaching concepts of which to be aware: some ‘nuts and bolts’ that you can begin to incorporate into your own style of conversation and leadership. These, in my humble opinion, are the essentials:
Most importantly, you need to engage the interchange from a place of genuine curiosity: asking questions (and more questions) without anticipating or providing the answers, and listening carefully without assuming or rehearsing. It’s not about your interpretations; it’s about the coachee finding his or her own answers as you ask the questions that foster the search.
This is often easier said than done, but it’s a skill to be refined.
The other components of a typical coaching conversation, on top of active listening and purposeful questioning, include supporting and acknowledging, making requests, and providing the structure of accountability (the coachee is ultimately accountable only to himself, of course, but tends to stay in action when he knows that he will be reporting back to you on his successes).
These components in action might look something like this – a basic six-step coaching model:
1. Setting the stage:
- Why are we having this conversation? What brought you here?
- What are our respective roles?
2. Formulating and focusing the issues:
- What’s going on?
- What specifically do you want to change or accomplish?
3. Asking questions for further clarification and deeper exploration:
- What does that really mean?
- What area(s) do you want to work on first?
- What is important about this to you?
4. Developing goals through solution-focused questions:
- What will it look like when it’s how you want it to be?
- What exactly will you be thinking/feeling/doing when you reach your desired state?
5. Developing an action plan (making requests and offering feedback if appropriate):
- What do you need to do to make this happen? What strengths do you need to draw on, and what supports will you need?
- What is the first step?
- How will you know that you’re moving toward your goal?
- Can I ask you to experiment with…?
6. Following up (the process begins again)
- What went well last week, and why? Congratulations! How can you do more of that?
- Where did you get stuck? Why?
- What do you most want to focus on now?
- What do you most need to do to keep moving forward?
The important thing to remember throughout the process is that the relationship is key, and that you don’t need to have the answers. Getting caught up in doing it the ‘right way’ and worrying too much about the questions you ask will only impede the process. These concerns quickly become non-issues as you develop trust and rapport, and when you truly approach the conversation with genuine interest, concern, and selflessness.
Happy coaching!
Are You In The Habit Of Showing Up?
I’ve recently been trying to get ahold of someone to come and take a look at a problem I’m having with my roof. I’ve left three messages with this particular company, and none have been returned. Similarly, a few months ago I needed to get a potential moisture problem in my basement looked at. I phoned two different companies numerous times – one called me back once, but I missed the call and they were never to be heard from again. The other company booked a total of three appointments with me and did not show for any of them. The first time looked like an innocent-enough misunderstanding, but not showing for the second and third bookings I thought was just plain irresponsible.
A friend of mine suggested a service that he uses, and owner was at my house the next day, surveying the problem in a very professional manner. Why wasn’t it just that easy the first time around? Similarly, I recently called a local computer repair service to ask about my recent slow internet connection. I phoned three times over the week and didn’t receive any response. I finally gave up and phoned another service I’d never used before, whose technician walked me through a process on the phone that quickly fixed my problem (with no charge).
Why, I wondered, do some people just not show up?
Then I thought about what showing up really means, and I realized that it means different things in different contexts – but that the underlying principle is the same. It’s about ‘being there’. For a small business like the examples I gave, the act of not showing up could be a matter of life or death for their success. But what does it mean to consistently ‘show up’ in one’s life?
I’m reminded of something a friend told me recently: he had been working on a project that had inadvertently caused him to start to dig deeper into who he is – to examine his habits and practices as a human being. He informed me that an unexpected side-effect of this inquiry was that he has become more involved and available to the people in his life.
My friend has been honoring his commitments more now than he has done so in the past – consistently following through with the plans he makes with colleagues and friends. He’s apologized for some old hurts and mended a relationship with a family member. He has begun to be more present in his interactions: really listening to others and engaging in more meaningful levels of conversation.
In other words, my friend is learning what it means to “show up”. He’s discovered the importance of really ‘being there’ in all the areas of his life: physically, mentally, emotionally, and spiritually. Being more consistent and reliable, open, present, and engaged, he says, has afforded him many benefits on many levels. And he just feels good about his life.
So as a leader, a business owner, a parent, a friend… are you in the habit of showing up? Do you meet your commitments? Are you reliable and dependable? Do you listen well and speak carefully? Do you treat every encounter as if there is something important to be both shared and learned?
How Often Do You Make Assumptions About Yourself?
There was a poll awhile ago on a writers’ site asking authors to share how long it typically takes them to write their articles. As I looked through the posted replies I was quite surprised at the average length it actually takes people to complete something that they are comfortable publishing.
Why this information caught me so off guard was because of the assumptions I had held about myself: I had assumed that I wasn’t a ‘natural writer’, and for that reason it naturally took me a lot longer than most other people. But it turns out that I was wrong.
I was also surprised that, after all the self-studying and growth I’ve done over the years, I was still harbouring unchallenged assumptions about myself and my abilities – comparing myself negatively to others without an ounce of data to back up my beliefs. After all, as a coach and psychologist, it’s my job to help others to see where they may be limiting themselves, and where they may be holding unfounded beliefs about themselves and others: to shed light on these areas and make the conscious decision to assess things more accurately. But apparently I don’t always do this with myself.
I’m aware that this example of me writing articles is rather trivial – but it begs a bigger question: where else am I unfairly limiting myself?
So now I’m reflecting on what other inaccurate assumptions I may be holding about myself. And I’m grateful for the reminder that we’re all a work in progress and that we needn’t become complacent about this.
What assumptions are you holding onto about yourself and your abilities? Think about this carefully, and then ask yourself how you really know whether these assumptions are accurate. The next time you find yourself saying, “that’s just the way I am” – or the next time you start to downplay your skills and abilities in comparison to others – it might be helpful to stop and ask yourself whether that’s truly the case. How do you know?
If you find that it’s not that easy to really know, you could at least examine the logic behind the belief: “Isn’t it true that if my assumption is based on incomplete or missing data, then the opposite assumption is just as plausible?”
This type of self-reflection works on two levels: First, it helps to boost our self-confidence as we realize that there’s no good reason to subordinate our own abilities, experience, and knowledge to that of others. Secondly, and just as importantly, it helps to keep us humble: assuming that we’re spotless may actually be preventing us from learning and understanding some critical pieces of insight and information.
A Daily Dose of Gratitude
I was reading in the paper awhile ago about the guy who had won $17 million in the lottery. And if that wasn’t enough, in the last 5 years he’d also won two other lotteries valued at around $1 million each, as well as a couple more in the five-digits.
What was your automatic reaction when you read this – what immediately came up for you? Was it jealousy? Awe? Joy? Anger? Did your thoughts jump to how fortunate you are? Or to how things would be so much easier if only you had that kind of luck? What did you think about him personally: Did you dislike him? Did you see him as a worthy being, deserving of good fortune?
Any or all of these thoughts and feelings are, of course, completely natural: there is no inherent right or wrong in your reactions. But did your gut response become a negative feeling that stuck around for awhile, or was it just a fleeting sensation? Or maybe it had no real impact at all.
Our automatic thoughts and feelings about things like this might say something about our approach to life in general. So if we know someone whose responses to others’ good fortunes tend to lean toward the negative or self-defeating, it might help them to understand that there is an antidote to this. It lies in developing a stronger perspective of gratitude.
It seems to be a truth that in many circumstances what we focus on expands: we know that negativity breeds negativity, and we’ve all experienced a sense of strength when we’ve chosen to see positivity, hope, and possibility. So if we make a habit of developing a perspective of gratitude, we come to notice and acknowledge more quickly the fact that we truly win the lottery every day of our lives in many regards. And when we can do this, there’s no room left for envy or self-pity.
But this practice of gratitude isn’t just about comparing our fortunes – it’s also a helpful little tool to use when we feel stressed, over-worked, disrespected… the list can go on and on. It’s for whenever we find ourselves getting caught up in our own micro-level problems, and imagining our difficulties as being more significant than they really are. It’s for when we need to step out of our heads for a moment and reassess what’s really important in the here and now.
Ask someone you care about (or try it yourself, if you don’t already) to experiment with cultivating this perspective of gratitude. It’s truly as simple as making a point many times a day to just stop and take a look around, think about the love we have in our lives and the freedoms we enjoy, and just say “Thank you”. The gratitude doesn’t need to be directed toward anyone in particular: the sheer act of acknowledgment and expression is enough.
How Influential Are You as a Leader?
Are you in a position to influence others – at work, at home, in your community? Is having influence important to your position or cause (as a manager, or a parent, or as someone with a vision who’s trying to create something better)? Do the ways in which you exert your influence tend to work well?
The ability to influence is a wonderful tool that can be strengthened and refined. To do so begins with an understanding of where our power lies – and to what degree it matches the situation. When we understand where our power comes from, we can learn to use it more effectively and in the most appropriate way – thereby improving the breadth and scope of our influence.
Management and psychology textbooks often describe French and Raven’s five distinct types of power: Legitimate, Reward, Coercive, Expert, and Referent. Look at what these mean to you – particularly in regard to how you can develop and combine them to match your environment and your goals…
Do you have legitimate power – i.e., are you in a position of authority? How strong is your legitimate power? If you’re a high-ranking officer in the military, for example, you might not concern yourself much with the other bases of power. People listen. Period. If you’re the boss at work, how much legitimate influence you have depends on things like the level of authority you actually hold, and what type of people you lead in which type of environment. At home, the rationale “because I’m the mom” may or may not fly depending on many different factors.
Understanding your own leadership preferences and being open to experimentation, assessing your true level of legitimate power, defining clearly the goals you wish to accomplish, and knowing your audience are all critical components of effective leadership. Here are some other things we might think about in regard to the bases of power:
How much rewarding might you need to do to improve motivation or maintain a desired level of behaviour? What types of rewards will work best? (Everyone has different motivators, so the best thing to do is ask). We also know that offering rewards consistently and regularly helps to shape a desired behaviour, and that rewarding intermittently helps to maintain it.
Do you ever engage in a coercive style of leadership when it’s not absolutely necessary (like necessarily forcing a child to comply when his safety is at risk, for example)? Forcing others to do things through the use of threats may work sometimes, but it’s also clearly not the socially acceptable thing to do – and it might end up backfiring in the form of disloyalty or revolt.
How could you build a stronger leadership presence by developing your expertise – by sharpening the skills and knowledge important to your area of leadership? And, conversely, if you lead solely because you’re the expert, could you be mindful to draw upon other sources as well (i.e., making better use of the principles of reward and motivation; developing your ‘soft skills’ to improve your interpersonal attractiveness)?
Developing your ‘soft skills’ and interpersonal effectiveness speaks to the referent base of power (having influence because people like you, or want to be like you). Legitimate power may be inherent in your role; you may understand the principles of reward and motivation; you may be able to take command when needed; and you likely possess some high-level skills and knowledge. But the effectiveness of all of these can be greatly undermined without some attention to referent power.
Granted, we don’t all have that level of ‘charisma’ that draws others toward us like a magnet – but there’s always something more we can improve upon. While staying true to ourselves (because no one is attracted to insincerity), could we learn to be even more outgoing, friendlier, and more dynamic in a wider variety of circumstances with a wider range of people?
Try paying more attention to these five bases of power, and contemplate how they affect your ability to influence. Take the time to develop them, and learn to draw on them in a wider range of settings and situations. Leverage them to more effectively accomplish your goals and experience higher levels of success!
Affording the Right Level of Autonomy
How much autonomy is appropriate to give? Empowering our children, employees, or anyone we’re leading is, we know, the best way to improve satisfaction, motivation, and commitment – but it also takes the right style and balance to pull it off successfully.
Do you tend to micromanage others: monitoring even the most routine tasks to ensure success (even if it’s done in the most gentle, people-friendly way)? Or do you allow others to express their creativity, make their own decisions, and learn from trial and error? Or do you do a bit of both, depending on the person and circumstance?
Chances are your answer is the latter: that’s what most of tend to do as leaders, and it’s probably the right thing. This is where our intuition comes in: we adjust our style based on what we see, what we know, and how we feel – as well as how we perceive the weight and probability of the potential outcomes.
But we all know people who micromanage when it’s unnecessary, as well as those who tend to give full rein when it might be inappropriate to do so.
So why might we micromanage when it’s not necessary? Often times it’s because we haven’t learned to trust – or because we don’t feel we can handle the stress inherent in ‘letting go’. And why might we give unbridled freedom when it may not be appropriate? It’s usually because we have blind spots: because we have too much faith either in others’ abilities to respond adaptively; or in the system or task itself to provide the structures and cues to keep behaviours in check.
Whether our belief system generally supports a more or less autocratic, participative, or free-rein style of leadership is largely a matter of personality and habit: preferred and comfortable ways of leading based upon our past experiences – either directly or through observation – and the interpretations we’ve made about those experiences.
The truth is that what’s needed in any given situation is more objective than subjective. It’s the interplay between the complexity and characteristics of the task itself, and the interpersonal styles, habits, and skills of the people we’re leading. The key is to observe these dynamics in play before jumping to an automatic style of leading the situation and players.
If we learn to provide more ‘management’ where it is needed, and to back off where we should, we allow others to experience increased feelings of efficacy and success – which strengthen the internal reward system that fosters motivation. Appropriate levels of autonomy also support and enable more effective skill development, critical thought, and innovation.
Claim your Leadership
You are a leader. Stake your claim to what is yours.
It’s very empowering to acknowledge, celebrate, and truly own all of the aspects of our existence. And each of us is a leader on some level: at home, at work, in the community… through formal or informal roles. Whether a CEO or a stay-at-home parent, we all have the ability to inspire others and create action through our ideas, words, and examples.
Of course we can’t all be leaders in all areas – but we can claim the leadership responsibilities that have already been bestowed upon us: if you’re a parent, then you’re a leader. If others often come to you for feedback or advice, you’re a leader. You’re a leader if you can think beyond the minutiae and the mundane, and if you’re able to assess challenges as opportunities.
We can claim our leadership in any area in which we feel a sense of passion and investment: wherever we care deeply enough to develop our knowledge, self-evaluate and grow, and challenge ourselves and others to strive for something better.
Try expanding your own concept of leadership, and seize the opportunity to stake your claim. You may already be the top dog at work – but how can you bring a more positive influence to your children? Or you may possess no formal title at all – but where can you share your unique knowledge, experience, talent, and wisdom? Where can you influence a change in your world (no matter how small), and inspire those around you to do the same?
You are a leader. Wear it proudly. Positive change is desperately needed on all levels, grand and small – from the political arena, to the boardroom, to the living room. And each of us can embrace the privilege, right, and responsibility to make it happen!
Creating a Space
There is much written about motivation and how to achieve and keep it. Unfortunately, motivation is one of those things that easily elude us. Where does motivation come from? How do we get it and make it stick? Can we really do or say anything to motivate another person if it has to come from within?
These are hard questions with no easy answers. The truth is that we need to find what works for us personally, and what style of motivating matches the others person’s values and desires. Google ‘Motivation’, pick a couple of tools, and try them out. And it’s important to remember that once you’ve got it yourself, that doesn’t mean its here to stay: we need to keep working on our motivation whenever the need comes up. We have to renew it constantly and work hard at it (the irony is that we have to be motivated to stay motivated!)
So it’s not an easy thing, but as I mentioned, there are some tools to help draw out that elusive drive from within. One of the things that works for me is to ensure that my environment is set up in a way that helps my motivation rather than hinder it.
For example, like many of us, exercise is the tough one for me. I’m not much of a ‘get up and go to the gym’ type of person, and so I’d rather keep in shape at home. I have the bench and weights, elliptical trainer, and yoga mat – but unfortunately they’ve experienced a lot of darkness and dust over the years.
Fairly recently, however, I’ve created a space that actually makes me want to be there; and that’s made all the difference in the world. I painted the walls in the ‘exercise room’ and put a little stereo in there, as well as a couch and TV: all the comforts of home, so to speak (of course you can go too far: if I also decided to go with the beer fridge, for example, the exercise plan might have gone down the drain!)
So now I’m back on track and it feels good – and it really didn’t cost much.
Where can you ‘create a space’? Think about your home or work environment, for instance: is it cluttered and dull, or is it a clean, organized, exhilarating and inspiring place to be? ‘Exhilarating’ may sound like an exaggeration when you’re thinking of a workspace, but it’s really not: read about colour and aroma therapies, for example – there’s some good research to back these up (or even feng shui if that’s your thing; although the evidence on that one is rather lacking).
And remember, a cluttered environment makes for a cluttered mind. There are some good professional organizers out here who can help, if this isn’t your strength – don’t be afraid to use the resources available.
And don’t forget to change it up periodically: we habituate to our surroundings after awhile, and so we need to keep it fresh to keep those neurons stimulated!
Surround Yourself With The Right People
I ran into some old friends last weekend, and immediately I felt a new sense of energy – catching my ‘second wind’ after a rather tiring morning. I think this happened for two reasons: one, simply because I was happy to see them, and two, because they’re very successful.
I won’t get into the types of successes they’ve achieved, because that’s irrelevant: we all carry different definitions of success in different areas (finance, health, leadership, relationships, all of the above…). The point is that these people make me want to be my best.
I’ve taken many positive steps on many levels, simply because of my social affiliations: whether it’s because of the bits of wisdom I picked up through their conversations, or because I observed their actions and successes – which made me want to do the same, or simply because I felt good in their presence (positive psychology research tells us, not surprisingly, that we’re just plain more effective in every aspect when we’re feeling good).
So who do you surround yourself with? Who contributes to your happiness and success by just ‘being there’?
And on the other side of the coin, I’m sure we can all relate to the opposite. Who brings you down through their negativity? Who doesn’t set the bar high enough for themselves or for you? Who around you settles for mediocrity, and how does this affect your sense of drive and hope?
We can’t always choose all of the people in our lives, of course, but we can exercise discretion with the choices we are able to make. Who are you now, and where are you going? What kinds of people do you need in your life to help pave the way?
And, of course, all this isn’t to say that we shouldn’t be caring, helping, and supportive people – but it’s really about how we manage the flow of energy. Are you often left feeling depleted because you give out more than you receive – or do you have a strong reciprocal flow and reserve of positive energy in your life?