Blanchard LeaderChat

The topic of well-being in the workplace is getting a lot of attention right now.  The January/February issue of The Harvard Business Review featured articles on “The Value of Happiness – How Employee Well-being Drives Profits.” Since people spend more time at work than in any other single environment, it behooves leaders to create organizations that foster the well-being of its members.

Yet few organizations see personal well-being as an important focus for their business, nor do they understand the powerful connections between personal well-being and organizational success. Study after study has shown that when individual employees experience well-being, they consistently apply their skills and hearts in service of company goals and customers, adapt more flexibly to change, and are more creative and proactive problem solvers.

My colleagues at The Ken Blanchard Companies, Lisa Zigarmi and Chris Edmonds, have published a new book titled #POSITIVITY AT WORK tweet, that presents 140 short, actionable quotes on how to create and manage well-being in the workplace. Zigarmi and Edmonds present five “pillars” of well-being that are essential for positive workplaces. The five pillars are positive:

• Emotion – people function best in workplaces that provide a sense of satisfaction, achievement, and safety
• Relationships – human beings were created to live and work in community and our bonds of relationship are the most significant source of emotional, physical, mental, and spiritual well-being
• Meaning and purpose – again and again research shows that a sense of meaning, purpose, and doing worthwhile work is more important to employees than pay, status, or title
• Accomplishment – achieving mastery over work and working in service to a goal, group, or purpose beyond one’s self is a key driver of personal well-being
• Health – more than the absence of sickness, health is the balanced approach of taking quality time for work, family, and self, including total body exercise

Tweet #45 is the one that stood out to me. Zigarmi and Edmonds say “When you maintain a safe, open, trusting work environment, people bring all their skills and all their heart to the work opportunity.”

The foundation of any healthy, positive work environment is a culture of trust. When trust is present, people are willing to take risks, go the extra mile, and offer the best they have to give. The sense of safety and security that comes with a high-trust culture allows people to focus on the goals at hand rather than spending time questioning decisions or doing just the minimum amount of work to collect their paycheck.

Well-being in the workplace begins with trust, and Lisa Zigarmi and Chris Edmonds provide leaders with actionable steps to create a healthy, affirmative work environment where every individual contributes, connects, succeeds, and thrives.

This is one in a series of LeaderChat articles on the topic of trust by Randy Conley, Trust Practice Leader at The Ken Blanchard Companies. For more insights on trust and leadership, visit the Leading with Trust blog or follow Randy on Twitter @RandyConley.

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Growth for a leader is like oxygen for a deep-sea diver. Without it – you die.

Leadership is a living process—and life means growth.

Join best-selling authors Ken Blanchard and Mark Miller today at 9:00 a.m. Pacific / 12:00 noon Eastern / 5:00 p.m. GMT for a free webinar on the four keys to increased influence, impact, and leadership effectiveness.  Drawing from their new book, Great Leaders Grow: Becoming a Leader for Life, you’ll learn how your capacity to grow determines your capacity to lead.

Using the acronym GROW, you’ll explore four strategies that leaders must use to challenge and stretch themselves—both on the job and off—to reach their highest potential.

To learn more about this free event and join the 1,500 people already registered to attend, click here.

Whether you’re a CEO or an entry-level employee, don’t miss this opportunity to take your first steps in designing your own long-term growth plan—a plan that can lead not only to continuing professional success, but to personal fulfillment as well.

LEARN MORE

With great power comes great responsibility.  In the unsettled atmosphere of the American Revolution between the victory at Yorktown in 1781 and the signing of the Treaty of Paris in 1783, a movement arose from officers in the Continental Army to proclaim George Washington as King George I of America.

As incredible as it might sound today after 200 years of U.S. democracy, it was a very real possibility and opportunity for Washington.  As the military leader of the fledgling republic, he had the ability and the backing of the colonists who had put their faith and future in his hands.

And yet, Washington quickly dispelled the idea. Upon learning of the proposal, Washington sincerely and admonishingly responded to the officer who had written the original proposal saying that, “…if you have any regard for your Country, concern for yourself or posterity, or respect for me, to banish these thoughts from your Mind, and never communicate, as from yourself, or anyone else, a sentiment of the like Nature. “

For Washington, leadership was not about personal gain or ambition, but instead, service to a higher purpose and a greater good.  And to confirm his intentions eight years later, when the people wanted him to run for a third term—Washington  again voluntarily gave up his power when he refused to be nominated.

Why did George Washington do what he did? What was in the man’s mind? What can we learn from it during a time when egotistical self-serving leadership seems all to common? Those are the questions that Richard Archer explores in his post, The Spirit of Cincinnatus: George Washington and the Triumph of the Self.

Archer points to a couple of great resources for all of us to consider and reflect upon:

• In His Excellency, his heralded biography of Washington, Joseph J. Ellis underscores “the truly exceptional character” of Washington’s act. “Oliver Cromwell had not surrendered power after the English Revolution. Napoleon, Lenin, Mao, and Castro did not step aside to leave their respective revolutionary settlements to others in subsequent centuries. … Whereas Cromwell and later Napoleon made themselves synonymous with the revolution in order to justify the assumption of dictatorial power, Washington made himself synonymous with the American Revolution in order to declare that it was incompatible with dictatorial power.” Ellis thus reminds us that Washington, in relinquishing power — not just once, but twice — was bucking an imperialist pattern that stretched back to the days of the Roman and English republics, and which, sadly, continues to this day.
• Joseph Campbell might have called this pattern “ego imperialism,” “trying to impose your idea on the universe.” “That’s what’s got to go,” Campbell insisted in The Hero’s Journey. “Your ego is [only] your embodiment and your self is your potentiality and that’s what you listen to when you listen for the voice of inspiration and the voice of ‘What am I here for? What can I possibly make of myself?’” The great task of the hero, Campbell tells us, is “not to eliminate ego, it’s to turn ego and the judgment system of the moment into the servant of the self, not the dictator, but the vehicle for it to realize itself. It’s a very nice balance, a very delicate one.”
• Unfortunately, too many of us allow our egos unlimited rule. The tragic result, as Jung’s colleague Alfred Adler once warned us, is a life within “a self-centered world, a world in which one will never find true courage, self-confidence, communal sense, or understanding of common values.”
• In The American Soul, Jacob Needleman urges us to read Washington’s words as “referring to the need for both the nation and the individual self to turn within for strength, not to the egoistic impulses of one or another self-serving part of human nature, but to the inner self that represents the fountainhead of inner unity.”

In his words and actions, Washington’s beliefs were clear.  As Archer concludes, “… his words and actions in stepping down as commander of the army and as Commander in Chief show us the importance of taming our venal, egoistic ambitions, passions and prejudices in the service of a greater good.”

We’ve all seen the limitations and results of self-serving behavior.  On this U.S. observance of President’s Day, let’s consider what’s possible with leadership focused on serving others as exemplified by America’s first President.  For ideas and inspiration,  check out Archer’s complete post at Examiner.com

Do you have any stupid policies at work that keep your people from serving at the highest level? Have you ever been told by someone serving you, “I am sorry to have to ask you this, or do this, but it’s our policy?”

I once took my sons to a large, soon-to-be-out-of-business, toy store where we planned to quickly zoom through and get birthday gifts on our way to a party.  We grabbed tons of things from a “50 percent off” table.  (I thought we could stock the gift cupboard!)  But when we checked out, the total was much higher than I expected.

When I looked a bit shocked, the cashier said, “I’ll bet you thought all those items were 50 percent off.”

“Yes,” I said, “because they were all on the ‘50 percent off’ table.”

Then she said, “I don’t know why they keep doing that, but they keep putting things that are not 50 percent off on that table.”  I then asked if she could please take out the things that were not half price and leave in only the ones that were.  (If she had been able to do that, the situation might have been salvaged.)

But with an eye roll and a sigh, she said, “OK, but I will have to call the manager.  And if you look over there, that is the line for her.” She pointed to a line of customers several feet away.

Needless to say, we were late to the party. The organization’s stupid policy of not letting cashiers take out items on their own authority caused them to lose a customer. (And because that person is a keynote speaker, has now told this story to thousands of people.)

Revisit policies that aren’t serving you, or your customers

Many organizations have policies and procedures in place that should be revisited in case the policies are outdated, frustrating to employees, or are alienating customers.  What if the store I visited had held a team meeting occasionally where people were asked, “What stupid policies keep us from delivering a legendary service experience that creates raving fans?”

One of my favorite clients, Avnet, a Phoenix-based technology solutions company, has exactly these types of meetings and goes a step further by setting up “action learning” teams to fix problems and find the solutions.  All around the Avnet campus of buildings there are pictures of people who have solved real problems by using action learning.  These people have:

1. Focused on the problem and rallied a small team.
2. Asked, and then researched:  What do we need to get smart at to solve this problem? (Rather than just trying to solve the problem immediately.)
3. Shared their research with each other. (With everyone getting smarter.)
4. Used their new knowledge to solve the problem.
5. Documented their solution and shared it with the organization—including information about money saved or generated due to their brilliance.

Do you have stupid policies at work that are holding people back?

Ask people what stupid policies might be keeping them from serving at the highest level.  Remember, it is the last impression, not the first, that remains the strongest in the memory of customers.  Be sure that a stupid policy isn’t keeping one of your people from creating that lasting impression of competence, care, and accuracy.

About the author:

Vicki Halsey is one of the principal authors—together  with Kathy Cuff—of The Ken Blanchard Companies’ Legendary Service training program.  Their customer service focused posts appear on the first and third Thursday of each month.

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PS: What stupid policies drive you nuts as a customer?  Share some you’ve seen in the comments section below.

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Sometimes, nothing is more damaging to a career than success.  It’s not always easy to see this at work in your own life, but you can certainly see it in others.  In the movie, The Artist, one of this year’s Oscar-nominated films, silent screen star George Valentin falls victim to this when his past success make him blind to changes in the industry.  His pride, success, and arrogance keep him from even experimenting with the new technology of “talkies” and it costs him everything as he sabotages his own career.  Fortunately for Valentin, rising star Peppy Miller never loses faith in him, and eventually she helps him grow, change, and adapt.

Has success made you resistant to growth?  Here are three places to look.

1. Have you lost sense of who you really are?  Success changes people.  After years of striving and hard work, when fame and fortune finally arrive, it’s easy to step into the success, immerse yourself, and completely believe what everyone is telling you about how great you are.  Yes, you do have great strengths, but don’t let them atrophy, or even worse, turn into weaknesses through overuse.  Take some time, now and then, for self-reflection.
2. Have you become isolated?  A lot of leaders will tell you that it is lonely at the top. One of the great things about rising up the ranks is that you always have colleagues and peers to share experiences or commiserate with.  Once you get to the top though, you’re on your own—at least in your own organization.  Who do you talk to now?  Make sure you still have mentors and friends that you can discuss things with.  Make an effort to reach out and connect again.
3. Do you keep trying to recreate the past?  In The Artist, George Valentin responds to the introduction of sound into movies by spending his own money to produce the world’s greatest silent film.  It’s a vain attempt to hold on to the past and it only ends up making him look foolish and dated.  The world is constantly evolving.  Make sure that you are evolving too.

Don’t let success in the past keep you from success in the future.  Follow the example of leaders who are still growing.  Gain an understanding of yourself, reach out to others, open your world, and step into your future.  Don’t wait until you’ve hit rock bottom to dust yourself off and take your first steps.  The new path is there.  Use your strengths and find it!  Get started today.

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PS: I’m just getting started watching this year’s Oscar nominated films.  Which ones have you seen?  Recommendations?  Any lessons you’ve learned?

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“Growth is what separates living things from dying things,” explain Ken Blanchard and Mark Miller in their new book Great Leaders Grow: Becoming a Leader for Life. “Growth brings energy, vitality, life, and challenge. Without growth, we’re just going through the motions.”

In a recent article for Blanchard’s online newsletter, Ignite! the authors warn that if leaders are not continually growing and developing their skills, they run the risk of becoming stagnant. Once you are stagnant—or even perceived as stagnant—your influence erodes.

Growth should never be an optional activity

Still, many leaders do not grow. And it can happen at any stage in a leader’s career. It can be triggered by work-life balance issues, a reactive mindset, or it can be for organizational reasons, such as limited growth opportunities.

But the reality is that all of these challenges can be overcome. As Blanchard and Miller explain, “It is the decision to grow that makes the difference. The best leaders make a conscious decision to grow throughout their career and their life. This single decision is a game changer for leaders.”

8 questions to ask yourself

Wondering if you are growing—or dying—as a leader?  Here are some key questions to ask yourself based on Blanchard and Miller’s recommended first steps for leaders looking to grow (self-evaluation, honest feedback, and counsel from others.)  To what extent would you agree or disagree with each statement?

Self Evaluation:

• I know my own strengths and weaknesses.
• I constantly look for opportunities to grow at work.
• I consistently tell myself the truth regarding my leadership.

Honest Feedback:

• I actively seek feedback from those I know to be truth-tellers.
• I have mastered the art and discipline of asking profound questions.

Counsel from Others:

• I have a mentor(s) who helps me grow.
• I frequently share what I’m learning with others.
• I have a group of people I trust to give me counsel on important issues.

How did you do?  Did your answers surprise you?  It may have been a while since you even considered the subject of growth—especially if you’ve been focused on the short-term or if you’ve become comfortable, complacent, or resigned in your current role. All of these are potentially destructive attitudes.

“Great leaders go out of their way to expand their worlds both inside and outside of work,” explain Blanchard and Miller. “A willingness to grow allows leaders to take advantage of opportunities when they come their way.

“You cannot always control the circumstances of your career or work environment. However, you can control your readiness to lead and grow. Leaders who don’t are susceptible to pride, ego, and other destructive attitudes that can impede growth. As a result, they can become isolated and have a distorted sense of what’s going on.”

As Blanchard and Miller warn, “Be ready to face the next challenge, or you can end up as a leader who tries to apply yesterday’s solutions to today’s problems. That’s a recipe for failure.”

To read more of Blanchard and Miller’s thinking on the importance of growth, check out If You Want to Lead, You Have to Grow.  Also, take a look at the free webinar the authors will be conducting on February 23, Great Leaders Grow: The Four Keys to Becoming a Leader for Life, courtesy of Cisco WebEx and The Ken Blanchard Companies.

If you’re not growing, you’re dying.  That’s the message that Ken Blanchard and Mark Miller have for leaders in their new book, Great Leaders Grow: Becoming a Leader for Life.  In a classic parable format, they tell the story of Blake Brown, a young 20-something, as he takes on his first leadership role.

Funny thing about the story, even though it is geared for people new to leadership and full of wisdom on how to get off to a fast start, the book may have a bigger impact on people already in leadership roles suffering from burnout.

I’m not sure if this is what Blanchard and Miller intended, but that was certainly my experience as I watched Blake encounter older executives in the company.  As Blake learned the lessons in the book: Gain knowledge, Reach out to others, Open your world, and Walk toward wisdom, I couldn’t help but be struck by how many of these leadership nutrients were missing in my own career.

Instead I felt more like the executive in the book who had fourteen years of experience–but very little learning and growth–because he had just repeated his first year of service fourteen times.  That’s a deathly mistake, explain Blanchard and Miller because, “If you get too busy with your job to grow, your influence and your leadership will stagnate and eventually evaporate.”

Are you too busy to grow?

If you’ve been working hard the past few years just trying to keep your head above water during these tough economic times, the answer is probably yes.  How has it impacted your influence as a leader?  You’ve probably done well in the short term, but not so good in the long term.  Don’t wait another day.  Start growing again.  Here are three ways to get started:

- Lift your nose from the grindstone and take a look around.  How long has it been since you pursued a growth opportunity?

- Identify some resources.  Here are two possibilities.  Read the first chapter of Great Leaders Grow online.  Sign up for the free webinar that Ken Blanchard and Mark Miller are conducting on February 23.

- Talk to others about their experience. Open up a conversation with peers.  How are they addressing growth issues?  If you use Twitter, let me know.  (Use the hashtag #GreatLeadersGrow and you’ll automatically be entered into a drawing for one of 12 first editions I have on my desk.  I’ll announce the winners here on Thursday.)

Don’t let your busyness get in the way of your growth.  If you’re not growing, you’re dying.  The best leaders combine a focus on both the long-term and the short-term.  Start growing today!

Great Leaders Grow Drawing Winners

Congratulations to @StuMcMullin, @auricresults, @pubgal, @thebrandcoach, @ogmarti, @christinewhyte, @chisobem, @nathancherry, @pivasys, @anitawongso, @jrbryson19, @staceyhartmann.  They are the winners of a free copy of Ken Blanchard and Mark Miller’s new book Great Leaders Grow.  Winners, to receive your book, please send me an email at david.witt@kenblanchard.com so I can find out where to ship your book!

One of the most overlooked gaps in well-meaning organizations is recognizing the need to treat internal customers even BETTER than external customers—at least initially.  Within an organization, it’s easy to fall into the trap of thinking of your fellow employee as your family that you can treat however you want because “they have to love me, they’re family,” when in reality, they are your most important customer.  Why?  Because how we treat each other within the organization is a reflection of how we are going to treat our external customers in the long term.

One of the first things to think about then, as we look at creating a culture of service, is how well do we ask for and listen to feedback from teammates on how we are serving them.  Let me give you a great example I heard just this past week to illustrate this point.

I have a very good friend who is a professional golfer on the PGA Tour. My husband and I had dinner with him last week and he shared with us how he meets with his team at the beginning of each year to set goals for the season.  I was surprised to hear that in addition to his caddy, he has a personal trainer, a swing coach to help him with his golf swing, a short game coach to help him with his short game, and his agent.  While in their meeting, my friend gave his swing coach some feedback about how he would like to see him out on the golf course more to be able to better analyze his swing and offer suggestions.  The swing coach did not like the feedback his team member (as well as his boss!) gave him, and became very defensive about the feedback and was clearly not open to hearing it.  The end result was that my friend hired a new swing coach who was committed to delivering on the service my friend was looking for.

Good service begins at home

Just because we work for the same company doesn’t mean we should treat our fellow employees as second class citizens. On the contrary, we need to listen to them and thank them for their feedback the same way we would to an external customer.  My friend’s swing coach didn’t understand the idea of “serving the golfer” to help him get better and it cost him his job.

Ideally, this internal customer focus will start at the top of the organization with senior leaders recognizing the importance of consistently providing both the positive and constructive feedback to employees about what is expected of them, praising them for what they do well, and giving them ideas where they can improve.  Next, individual department leaders should continue the process by encouraging team members to ask for feedback from each other, as well as from other departments on how well they are serving them.

Learn from the positive and the negative

One important note about negative feedback.  When someone complains about your service, or shares some unpleasant feedback with you, remember they must care enough about you to share it and want you to improve, so thank them for the feedback!  If my friend’s swing coach had done that, he probably would still have his job!!!

About the author:

Kathy Cuff is one of the principal authors—together  with Vicki Halsey–of The Ken Blanchard Companies’ Legendary Service training program.  Their customer service focused posts appear on the first and third Thursday of each month.