Archive for the ‘Leadership’ Category

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Unclog Your First Level Leadership Skills

Tuesday, January 31st, 2012

When your direct reports are overwhelmed and think you aren’t doing enough to help them with their workload, it is an indication that you are missing a fundamental managerial skill.

Here are some more indications that you haven’t mastered this skill:

  1. You look upon questions from your people as “interruptions.”
  2. Instead of teaching your direct reports to work properly, you fix their mistakes.
  3. You don’t take the ownership of the success of your direct reports.
  4. You keep away from their challenges and failures.

As a first level manager, you need to change your mental paradigm

You are no more an individual contributor. In order to help your direct reports, you have to pay close attention to what is getting done and how is it getting done. You have to ask questions to find out what’s getting in the way of completing daily tasks.

Don’t just take notes

The information gleaned out of these questions should be translated into a balanced feedback. Give a pat on the back frequently.

The simplest skill is – just being available

As an individual contributor you never valued this skill. Being available is more of an attitude rather than just keeping your door open. People can sense when you are approachable just by looking at your body language. Make yourself available physically and emotionally.

Follow these tips and you will be able to unclog your First Level Leadership skills.

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Silence: A Surprising Way To Have A Persuasive Edge

Monday, April 25th, 2011

Do you have a strong urge to talk more than listen?

Then chances are that you talk too much. There is also a possibility that you repeat yourself many times and give rambling stories. If you are a new manager, out of nervousness and uncertainty you tend to talk too much.

There is another danger of over talking

You could bore your listeners.

Whenever you feel the urge to talk,

Ask yourself, can you wait?

It’s time you appreciate the power of silence

Treat your words as a precious resource. It is difficult to practice silence.  By keeping silent, you often communicate loud and clear.

Apply the 80- 20 rule to harness the power of silence

When you’re doing one-on-one conversation make sure that you are:

Listening – 80% of the time and

Speaking – 20% of the time

If you want to follow this rule successfully, you have to learn to ask good questions. Good questions help people to open up.

Don’t fall into the trap of speaking right after asking a question

Give them time to think, observe their expressions and wait for an answer. If you don’t get an immediate response, don’t rush to answer your own question. Observe their facial expressions once again.  If you see their eyes are rolling, that means they’re thinking… your questions are working.

Don’t get awkward with the silence,

You will be amazed at the responses you will get. Let the silence work for you and reap the benefits of asking good questions.

Speak only when you have something to say. Do not ignore the power of silence. Being quiet, listening well and expressing your points in few words can help you to gain a persuasive edge.

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Leadership Versus Management: You Need A New Set Of Questions!

Sunday, April 3rd, 2011

For most new managers, the transition into a new role can be like a safari into the unknown territory. Today, I want to make you think about leadership and management.

My aim is to

Help you reflect upon your understanding of this subject and motivate you to take charge of your learning.

However, before we move any further, it is a good idea to give you a quick primer on leadership and management.

Leadership versus Management

1.      Leadership and Management are two disparate skill sets.

2.      You manage things; you lead people.

3.      As a manager you have a job title and a position of authority. As leader,  you may not have a  specific job title or a position.

4.      As a leader, you focus on developing your ability to influence and inspire.

5.      A good manager is also a leader.

Now that your memory is refreshed with the basic differences between Leadership and Management, try to answer the following questions in your head. There are no right or wrong answers. Nevertheless, these questions will act as triggers to create new neural pathways in your mind.

Set 1

1.      Do you think leadership can be learned?

2.      Identify some ways that you would like to inspire people.

3.      What kinds of influence do you have?

Set 2

1.      Why do you think it is important for you to develop leadership skills to complement your management skills?

2.      How do you feel your leadership skills will enhance your effectiveness as a manager?

Set 3

1.      Have you ever worked for a manager who was not a leader?

2.      Describe how your manager’s lack of leadership skills affected your work and job satisfaction.

Succeeding in your new role often involves carefully answering a few key questions. When you answer honestly, you will identify the gaps in your skill sets. Learn to take charge of your learning because “the buck stops here.”

Next Step: Sign up for the First Level Leadership E-zine and get access to good information without any fluff right into your mail box. When You Subscribe to our audio e-zine, you’ll receive a FREE Audio Learning Program: “Seeds of Leadership.” Get your copy now.

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Leadership Style: A Surprising Way To Be In a Position of Influence

Saturday, March 26th, 2011

How wide is your “Say-Do” Gap?

The difference between what you say and what you actually do is your “Say-Do” gap. The width of this gap decides your success or failure in the roles and responsibilities you fill.

Do you make commitments?

When you make promises, no matter how small, and follow through, you build credibility.

There is a link between credibility and influence–

Credibility builds trust and greater trust leads to influence.  Credibility, trust and influence, are directly proportional to your “Say-Do” gap – the greater the difference, the less credible you are as a leader.

Be vigilant

It does not require a special talent to narrow the gap; you just have to be vigilant of your behavior. If you are not vigilant, you can easily slip into the habit of making promises without follow through. It happens gradually, gradually and then suddenly.

By consistently demonstrating this leadership style:

1.      You will inspire others around you to develop the same characteristics.

2.      You will be able to seek more out of your leadership role.

3.      You will be in a position to influence and inspire others, who rely on your leadership.

Try it and see the difference in your leadership style!

Next Step: Sign up for the First Level Leadership E-zine and get access to good information without any fluff right into your mail box. When You Subscribe to our audio e-zine, you’ll receive a FREE Audio Learning Program: “Seeds of Leadership.” Get your copy now.

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This Fair Exchange is the Key to Your Leadership. Do You Know About It?

Sunday, March 13th, 2011

Can you be a leader without having group members?

I don’t think so…

If that is the case, then what should be the strategy, so that group members accept your directions and influence?

It sounds simple

but you must learn exactly what your group members need. The members of the group will only accept your direction if you help them to fulfill their needs.

This fair exchange is the key to your leadership

They can then decide what to do to satisfy those needs in exchange for performing certain duties for you.

Therefore, as a leader, you have a wide range of incentives to offer to the group

You must satisfy more than simply the financial needs of your people. You earn your position of leadership by doing things that give them hope – that their needs will be satisfied.

The understanding of the implications of these needs should be of great importance to you

I urge you to investigate the works of the psychologist, Abraham Maslow who created a five-tiered pyramid that represents the relative importance of five different levels of human needs. Combine your investigation with Frederick Herzberg’s two-factor motivation theory, and it will provide you with a greater insight into the needs of group members.

Next Step: Sign up for the First Level Leadership E-zine and get access to good information without any fluff right into your mail box. When You Subscribe to our audio e-zine, you’ll receive a FREE Audio Learning Program: “Seeds of Leadership.” Get your copy now.

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Leadership Technique – One Simple Step to Give You a Distinct Advantage

Monday, March 7th, 2011

It costs nothing, but benefits the recipient tremendously

This leadership technique has a direct link between your intentions and the impact on others. It can affect your leadership and managerial style.

Yet, very few managers and leaders practice this generously

It is a simple formula sitting right under your nose. You know it, but you tend to forget it.

The following questions will give you the answer

1.      When was the last time you complimented someone at work?

2.      Have you ever observed someone in need of encouragement? What have you done about it?

My favorite question:

3.      What kind of encouragement from someone will give you a lift?

You must be wondering – what is the benefit of appreciating someone?

1.      Research has repeatedly shown that genuine praise gives most people a psychological boost.

2.      Feeling appreciated increases your sense of well-being and it sets off a chain reaction of positive reinforcements.

3.      The environment of the entire team improves.

4.      Praise can mean a lot to some people.

What is in it for you?

1.      You come across as a supportive and encouraging leader.

2.      A display of such kind of leadership traits creates goodwill, positive energy and cohesiveness within the group.

3.      Above all, it makes you look like a leader who believes in his people- a golden leadership trait, displayed by very few first level leaders.

So how do you do it?

1.      From today, think differently about the way you operate from day-to-day.

2.      Be aware that you need to encourage people around you. That’s it!

If you want to go further then-

1.      Show your encouragement in front of others—the value of that encouragement simply multiplies for the recipient.

2.      Ask for advice –“can you show me how to do that?” When you treat someone as an expert, there is nothing more flattering or validating for him.

3.      Show interest by asking relevant questions.

Everyone needs encouragement,

So don’t be stingy with your compliments. If you are mindful of this strategy, you will find ways to offer appreciation, recognition, and encouragement to others whenever possible.

Try this for sometime and you will understand what I mean—

Your sphere of influence will increase considerably. People will be more willing to help you with their expertise.

Next Step: Sign up for the First Level Leadership E-zine and get access to good information without any fluff right into your mail box. When You Subscribe to our audio e-zine, you’ll receive a FREE Audio Learning Program: “Seeds of Leadership.” Get your copy now.

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What is Your Leadership Style?

Tuesday, March 1st, 2011

Do you have a role model?

As a student of Leadership Styles, you must have a role model that is worth imitating. If you don’t, then please look for one.

You have to be very discerning about what you learn

In the luxury of retrospect, I can say that as a new manager or first level leader, you will be tempted to copy your role model. Without realizing, you may adopt the principle of parallelism – to be a replica of the leader you look up to…

I am of the view that:

1.      You must have a role model.

2.      You should be able to learn a lot from his leadership style.

However, there is a caveat–

1.      The role model should be worth imitating but should not be imitated.

2.      If you try to develop a style by imitating your manager, it might look flattering to him initially, but soon you will graduate into a constant irritant with no identity.

If you are trying to be a clone,

You will always be an inferior quality of clone. Interestingly, and at every level of hierarchy, the quality of the clones will deteriorate.

Don’t graduate from the School of Parallelism

I know there is another school of thought that promotes parallelism. However, I am of the opinion that it is not a good strategy. Your role model may have a force of personality that makes him successful in spite of the flaws in the personality. What has worked for him may not be sufficient for you.

You are unique,

Therefore, discover your own leadership style. When developing a unique leadership style, imitation is NOT the best strategy.

Finally,

Your actions should reflect your deep-rooted values and attitudes and not of someone else.

Next Step: Sign up for the First Level Leadership E-zine and get access to good information without any fluff right into your mail box. When You Subscribe to our audio e-zine, you’ll receive a FREE Audio Learning Program: “Seeds of Leadership.” Get your copy now.

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Before moving into your new leadership role, know this…

Sunday, February 20th, 2011

If you’re a first level leader, then you are in this position because you must have been an excellent individual contributor… right!

The technical expertise remains a critical competency but no longer defines your role

Now you have to play a larger role than before. Therefore, the qualities that got you here will help you very little in this new role.

What should you do?

Devote some time in planning to develop new skill sets required for the new leadership role. This will put you on the fast track!

Don’t get me wrong by thinking that planning is merely deciding what to do in the future.

Let me clarify – planning is deciding what you have to do now in order to have a future.

How you manage your time now becomes a key to your managerial future

Therefore, investment theory comes into action. If you do not invest time now in planning to develop your leadership and managerial skills, you will soon struggle.

Time equals money

We have all heard the statement a zillion times. It is a resource with unique properties. You can only use it at a constant rate and it gets eroded at a constant rate-60 minutes an hour… the irony is that we don’t know how much time we have.

Are you willing to sacrifice…

Some of your present time, energy and instant gratification in order to invest for the future?

If yes,

Please take a stock of things you don’t know and get on with it before it’s too late.

Make a plan to update your knowledge and then try to put it into action. Nothing happens until something moves. Make mistakes quickly (fast-forward your failures) so that you can  succeed quickly.

And don’t forget – the qualities that got you here will help you very little in this new role.

I am tempted to share a quotation by Dwight D. Eisenhower:

“Plans are nothing; planning is everything.”

Next Step: Sign up for the First Level Leadership E-zine and get access to good information without any fluff right into your mail box. When You Subscribe to our audio e-zine, you’ll receive a FREE Audio Learning Program: “Seeds of Leadership.” Get your copy now.



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A Simple Advice For Stressed Out Managers

Sunday, February 6th, 2011

Imagine the pilot of the aircraft you are traveling on says that –

He is stressed! Will you travel on that aircraft? Probably not…

Similarly as a leader, if you discuss your personal problems with your colleagues,

and look stressed, will they feel confident traveling with you? Probably not…

What happens when you share a personal problem with your colleagues?

You actually open the door to your personal life. And if you happen to talk about all your problems all the time, then you look:

1.      Out of control

2.      Indecisive

3.      Vulnerable

4.      Not dependable

5.      Like a nagging problem to everyone around

Therefore, come what may,

Please keep your personal problems far away from your professional playground. Exercise extreme restraint regarding what you share with your colleagues. Even if you are going through a difficult time, don’t succumb to the temptation of sharing your grief.

And if you have a psychological need to discuss,

Please park your problems elsewhere. Consult a doctor or a counsellor, talk to a friend, read a book, watch a movie, go for walks … whoever or whatever can help you, but keep it away from your workplace.  It is a losing game, so don’t play it in your professional playground.

Next Step: Sign up for the First Level Leadership E-zine and get access to good information without any fluff right into your mail box. When You Subscribe to our audio e-zine, you’ll receive a FREE Audio Learning Program: “Seeds of Leadership.” Get your copy now.

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How To Be a Charming Leader

Sunday, January 30th, 2011

Here’s some news for you

Most people hate to work with hard babies. Difficult people make things difficult. People like to work with easy going individuals. Being easy to work with is a leadership quality that makes you charming.

How to be charming?

The short is answer is- Never Complain.

This is especially true, if the listener has no control or authority to solve your problem. No one wants to hear your problem because some of them have problems greater than yours, some are just indifferent, and some of them are happy that you have problems.

I’m not saying that you will not have real issues

Of course you will … but handle your issues without complaining.


You understand what I mean…

Address your problem only to the person who can solve it. There is no point talking to everyone.

How can you present the problem?

1.      You should present the problem as a matter of fact in an informed manner – NOT as a complaint.

2.      Give as much information as possible to help the other person help you.

3.      If you know how your problem can be resolved, spell it out fully and without abbreviating.

In other words, make it easy and pleasant for people to help you.

What happens when you continue to gripe and grumble or whine and complain?

1.      Initially you will negatively impact the morale of others around you.

2.      Then your seniors will dislike you for creating a culture of complaining in the work place.

3.      People will try to ignore you, then they will avoid you and if they have their way, they would try to get rid of you.

It doesn’t matter how good you are at work, if you complain, it will eventually bring you down. Next time you want to complain, think again – after all, leadership is about behaviors and not about titles and roles. Complaining certainly does not make you a charming leader!


Next Step: Sign up for the First Level Leadership E-zine and get access to good information without any fluff right into your mail box. When You Subscribe to our audio e-zine, you’ll receive a FREE Audio Learning Program: “Seeds of Leadership.” Get your copy now.

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