Why Leaders Must Prioritize Health and Wellness

Business Health Fitness

Prioritize Your Health

Leaders are especially vulnerable to stress. Often leaders put others first and sacrifice their own wellbeing in the process. That’s not a recipe for long-term success and often results in failure.

Danielle Harlan, PhD is the Founder & CEO of the Center for Advancing Leadership and Human Potential. She completed her doctorate at Stanford University and has taught courses at both Stanford Graduate School of Business and U.C. Berkeley Extension’s Corporate and Professional Development program.

After reading her book, The New Alpha: Join the Rising Movement of Influencers and Changemakers Who Are Redefining Leadership, I asked her about her research and experience in leadership health and fitness.

 

“A goal without a plan is just a wish.” –Antoine De Saint Exupery

 

Your Health and Your Leadership

When did you realize that prioritizing health was linked to leadership?

Leadership is fundamentally about being able to set a vision and persist over the long run as you lead yourself and others to take on big challenges and work toward the finish line, so it seems like making health a priority would be a no-brainer, right? I mean, it’s pretty obvious that taking care of ourselves affects our energy levels and stamina in the long run.

However, in my experience, this is the one aspect of personal excellence that leaders are most likely to struggle with—and this is true across industries, types of organizations, and roles. As the work piles up, self-care often takes a back seat to other more “pressing” priorities, which almost never leads to good outcomes in the long run.

 

“Nothing ever comes to one, that is worth having, except as a result of hard work.” -Booker T. Washington

 

More often than not, leaders who don’t prioritize their health either become unbearable to work with because they they’re dehydrated, or tired, or stressed, or “hangry”—or they start to get sick. I’ve worked with people who’ve developed diabetes, pre-diabetes, and even heart disease because they’ve put work ahead of their health. I’ve also known people who’ve gained or lost too much weight because of work and even someone who eventually had an aneurism. I’m not saying that there weren’t other factors that played a role in some of these cases, but all of these examples are of people who put work ahead of self-care, and I think they (and their teams and organizations) suffered for it.

After seeing this pattern of behavior and outcomes over and over again, it became clear to me that managing your health is a key component of being an effective human being and a successful leader.

Copyright Kate Haley Photography Copyright Kate Haley Photography

 

 

“Tomorrow belongs only to the people who prepare for it today.” –Malcolm X

 

The Dangers of Putting Work Ahead of Self

Why do you think so many people miss this important link (leadership / wellness) to their detriment?

I think putting work ahead of self-care actually comes from a good place—a desire to put forth our best effort and do as much good as possible, and people can be very effective in the short run by working this way (I’ve definitely had moments, for example, where I’ve sacrificed sleep in order to meet a big deadline).

The problem arises when we consistently put “achievement” ahead of our health and wellness, which simply isn’t sustainable in the long run—and I think The New Alpha gives people permission to re-prioritize their health and wellness, even if it means perhaps being slightly less effective on a few short-term tasks.

 

“Attitude is a little thing that makes a big difference.” –Winston Churchill

 

4 Steps to Improve Your Health Today

Become the Leader Your Team is Waiting For

good authority

Become a Good Authority

What if chasing balance was actually making us unhappy?

What’s the true purpose of work?

 

“Change the game, don’t let the game change you.” -Macklemore

 

Personal and professional growth. We often think they’re different. We live our lives as if the personal and professional are in neat little silos, as if one didn’t affect the other.

I’ve often said that leaders help people with the personal, not just the professional. And sharing a little of the personal may make a big impact in the professional.

The two are interrelated.

And so, when I read Jonathan Raymond’s new work, Good Authority: How to Become the Leader Your Team is Waiting For, I was excited to find a book that explained why this is…and how to use it to become a better leader. Jonathan is the former CEO of EMyth and now the owner of Refound, an advisory firm that offers leadership training and coaching. And I think his take on “good authority” will have you nodding along with what we want from the very best leaders.

 

“When you make peace with authority, you become authority.” –Jim Morrison

 

Own Your Contribution

Contrast good versus bad authority. What are a few attributes you would think of?

I’d say the first attribute is in the willingness to own your role as an authority in the first place. I see too many modern leaders try to abdicate that responsibility, either outright or in subtle ways, and try to be nice at the expense of giving people the boundaries they need to grow. The main attribute of bad authority is when a leader doesn’t own their contribution to a stuck dynamic or problematic situation. For example, a leader who hasn’t provided a reasonable timeline to reach a goal and then blames the team for not delivering on it fast enough. Good authority is the art of owning your contribution, being transparent with your team, and then moving forward in a collaborative way.

 

“Our strengths are not our own until they are freed of the burden of having to heal the past.” –Jonathan Raymond

 

Would you share a little about the concept of “borrowed authority”?

Borrowed authority is the idea that until we investigate the beliefs about authority we inherited from our parents and teachers – not to mention the business culture in general – we’re still borrowing our leadership style from the past instead of discovering the one that genuinely expresses who we are today. In Good Authority, I offer that the opposite of Good Authority isn’t bad authority, it’s borrowed authority. What I mean by that is that most leaders have good intentions, but until we do the work, we’re bogged down by ideas and beliefs about what it means to be the boss that hold us back and create pain and confusion for the employees in our care as a result.

 

“You’re only as young as the last time you changed your mind.” –Timothy O’Leary

 

Make it About Relationships

I want to ask about organizational culture. You say, “Nobody sets out to make their employees overwhelmed, stressed-out, and miserable.” I have to say that I read that and laughed, thinking, “If Jonathan only met one of my bad bosses, he’d think differently!” You’re right, of course, but people are overwhelmed and stressed. What’s are some ways to change a culture into one that is positive, empowered, and driven?

Good Authority CoverThis may sound odd, but the first problem is bad math. One of the things I ask leaders to do is to add up all the time they’re spending (1) doing re-work for a struggling employee, (2) mediating their interpersonal conflicts, (3) answering questions that they should be able to answer themselves, and (4) complaining to their spouse, partner or friends about how frustrated they are. The pivot is incredibly simple and goes against our conditioning, which is why we typically avoid it. The key to create a positive, empowered and driven culture is the exact same thing that will get you out of being overwhelmed and stressed. Repressing what you see and feel leads to emotional, mental, and physical problems, and it keeps that data away from the one person who needs to hear it in order to grow.

There’s an art to talking about work in a way that feels personally relevant to your employee, but it boils down to this: Give them feedback not about tasks and projects but about how they’re showing up as a human being. Make it about relationships, feeling their impact on others, how they avoid taking risks—those are the things that people will immediately see as helping them get better at work and at life at the same time. There’s a whole new type of organizational culture that opens up from that simple shift.

 

Leadership Tip: More Yoda, Less Superman

 

How to Become a Great Listener

What are some techniques you use to help coach someone who has problems with listening? How can we all learn to be better listeners at a deeper level?

Before we talk about the deeper cut, one simple technique that’s often used in mediation applies well in the workplace in general. Have the person you’re trying to help repeat back what they heard before responding. Highlight for them what the gaps are between what was said (and, even more importantly, how it was said) and what they heard and how they interpreted it. There’s a lifetime’s worth of personal growth work there.

 

“We teach best what we most need to learn.” –Richard Bach

 

At a deeper level, and this is something I work on every day, is to re-examine what we think our value is as leaders. That’s a lot of what Good Authority is about: to learn how the highest value we can add to our teams, and in the rest of our lives, is to put our thumb on the side of the scale that’s about creating the space for others to discover that next better version of themselves, as opposed to tending to fill that space ourselves. I love leaders and have so much respect for anyone who throws their heart into a problem with no guarantee of success. The pivot is to see how not everyone works that way, and that to create the organization that can do more than you can on your own, you have to listen for those other voices.

Finally, it comes down to not shooting the messenger. I can’t tell you how many organizations I’ve seen, in fact I’ve never seen one where this isn’t true, where one person becomes a scapegoat for the cultural dysfunction and is moved out (fired or pushed into quitting), and the message they were carrying never sees the full light of day.  It’s a basic rule of group dynamics, but I see CEOs do it all the time, moving out the ‘disgruntled’ employee instead of leaning into the conversation and discovering the most powerful brand ambassador they’ve got.

 

Tip: Focus more on who people are and less on deadlines and tasks.

 

Let Go of the Past

How about letting go of the past? What advice do you give to someone who is letting the past limit their future?

Find a way to get in relationship with it. Meaning, when you notice yourself re-hashing or cycling in an old story, imagine a friend was telling you that story, what would you tell them? It’s a life’s work for sure, but learn to reframe our past in terms of how it made us the person we are today. I heard this phrase again recently that I absolutely love: “The past didn’t happen to us, it happened for us.”  To be clear, I’m not suggesting people try and transcend or gloss over traumatic or otherwise difficult personal experiences, only that we hold a bit of double-vision about them. Let yourself feel whatever there is to feel about whatever it is that you feel it’s holding back. Cry, laugh, roll up the car window on the freeway and let out a yell from the depths of your soul. By giving yourself permission to let it be what it is all the way, only then do you open up the room to see it in a new way. The paradox is that you don’t have to do any additional work to do this. It’s the process of giving yourself permission to feel that brings that higher mind back online, and you can move forward with confidence and a sense of self that might surprise you.

 

“Shake it off.” –Taylor Swift

 

How to Increase Accountability

Top Reasons Why Great Bosses Celebrate Small Wins

Celebratory team
James Pointon is a customer consultant and an avid blogger at OpenAgent. James is a great fan of motivational and productivity speeches and enjoys sharing his own ideas for personal growth online.

 

Celebrate Small Victories

When a company wins a major client, signs a great contract or successfully finishes a big project, it is the time for celebrations. However, what happens to those smaller victories, the ones that often make the backbone of a company’s success? Are they celebrated too, or are they just omitted and taken for granted? If you aren’t celebrating small wins, you might be missing some great opportunities to become an even better leader and motivate your team. In fact, the most successful and popular bosses tend to celebrate every victory, no matter the size. Here’s why you should consider doing the same if you want to get the best out of your team.

 


Leadership Tip: the most successful bosses celebrate victories no matter the size.

6 Reasons to Celebrate Small Wins:

 

To remember your overall goal

For a team that is working hard on a particular project, it can be a long and hard slog to the finish line. It’s easy to lose motivation and to lose sight of the final goal. By celebrating a small victory, you remind your team of what that overall goal is – and how much closer you now are to completing it. This helps to keep the team going for longer.

 


Celebrating small victories reminds the team of the overall goal.

 

To emphasize goal-setting

Not only that, but celebrating each win serves to emphasize how important it is to set goals, and how this makes it so much easier to track your progress. This will encourage your team members to set goals within their own daily tasks and work towards them. The end result will be a more motivated and productive workforce.


Celebrating small wins emphasizes the importance of goal setting.

 

To boost motivation

When your team is rewarded and praised for each small victory that they achieve, the motivation to continue achieving is much higher. They will feel that their hard work has been noticed and appreciated, which makes them want to continue to work harder and put in more time on each project. When bosses do not celebrate small wins, employees can begin to feel that their hard work is ignored and that they may as well stop working so hard since the results will be the same. This is a dangerous trap to fall into. You should celebrate each victory from each team member, and not just those who achieve something remarkable or at the end of the whole project.

 


Celebrating small wins shows appreciation which increases motivation.

 

To show your company’s success

Job satisfaction is likely to be higher if employees feel that they are part of a company which has a high success rate and is doing well in the world of industry. Even if your company is struggling in some areas, it is very important to show that you are succeeding in others. Your employees will be more motivated to achieve the next goal for a successful company, and less likely to start looking for work elsewhere.

 


Celebrating small victories increases job satisfaction.

 

To break up the work

When focusing on a long-term project, the day-to-day tasks may be long and monotonous. It’s great for employees to get a break from that work and celebrate instead, even if it is only for a moment. This will help them to return to the tasks at hand with more motivation as well as give them a fresh perspective on their work. It’s a great way to infuse more productivity into what would otherwise be a normal day at work.

 


Taking a break may increase productivity.

16 Things High-Performing Organizations Do Differently

Football Play : Great Teams

What Great Teams Do Differently

Don Yaeger is an expert on what it takes to cultivate a champion mindset. He was associate editor of Sports Illustrated for over a decade; he has made guest appearances on every show from Oprah to Good Morning America, and he’s also authored more than two dozen books. Now a public speaker, he shares stories from the greatest winners of our generation.

So when his new book, Great Teams: 16 Things High Performing Organizations Do Differently, arrived on my desk, I couldn’t wait to read it.

I wasn’t disappointed. Don’s insight on high-performance is evident on every single page. I recently had the opportunity to talk with him about his research into what makes a team great.

 

“Great teams are connected to a greater purpose.” -Don Yaeger

 

Use Your Why to Motivate

Don, you’ve seen the inside of great teams in the sports and the business worlds. Your new book focuses on 16 characteristics of great teams. Let’s talk about a few of them.

 Your first point is that great teams understand their why. Purpose motivates both individuals and teams. How does the personal “why” interact with the team “why”? Do they ever conflict?

In the business world, a “why” is often misunderstood as a company mission statement or code of ethics—which couldn’t be further from the truth. Author and motivational speaker Simon Sinek has described a company’s corporate “why” as “always disconnected from the product, service, or the act you’re performing.” If an organization desires to become a Great Team in the business world, then it must understand how to utilize the “why” properly in order to galvanize support from its professional ranks. “When an organization lays out its cause, how it does so matters,” explained Sinek. “It’s not an argument to be made, but a context to be provided. An organization’s ‘why’ literally has to come first—before anything else.”

 

“People don’t buy what you do, they buy why you do it.” -Simon Sinek

 

 

Companies that understand the purpose and philosophy behind the “why” are usually astute, high-performing organizations that tap directly into the pulse of those they benefit the most. When utilized correctly, this understanding can create a powerful sense of duty and purpose for business teams because the employees know exactly whom they are working for and to what end.

 

“Great teams build a deep bench at all levels of the organization.” -Don Yaeger

 

Let Culture Shape Recruiting

You talk about letting culture shape recruiting. In a large company, how do you make this a reality so that every single hiring manager is thinking about culture and not just reviewing a resume?

Purpose and leadership are essential to building a team culture. Once an organization determines its “why” and aligns its leadership style with the needs of its members, it is on the right path to becoming a Great Team. But culture building doesn’t stop there. A team must also recruit the right talent. If done well, recruiting will result in a highly competitive team that is consistently motivated to seek and claim success.

Great Teams recruit players who fit—who will thrive within the established team culture and add value to it. The talent of the employee or teammate is important, but fit trumps all. These organizations understand that Great Team culture establishes an environment conducive to success, but that success ultimately depends on the right kind of personnel.

In today’s marketplace, it is very easy to be wowed by decorated resumes. When the “ideal” candidate—the one with the outstanding CV—arrives, many leaders incorrectly believe that including that person will automatically better the team. A Great Team, however, understands that fit is more important than credentials. Someone who might be perfect for one environment—or might have been great while working for a competitor—will not be a guaranteed fit for another. That’s something hiring managers should keep in mind as they build their teams.

 

“Great teams realize that fit is more important than credentials.” -Don Yaeger

 

Successful Huddles Are Crucial

What makes a successful huddle? 

Successful huddles are all about open and consistent communication. Under head coach Bill Walsh, the San Francisco 49ers placed such importance on the art of the meeting that he had specific rules and procedures regarding how each one should run. Walsh analyzed and even recorded meetings to spot potential lulls and weaknesses in their process. He wanted to make sure his assistant coaches—who would sometimes change from year to year—were teaching his team in a consistent fashion.

Quarterback Joe Montana, who came on board right after Walsh did, shared Walsh’s high opinion of meetings. This legendary team leader—who won four Super Bowl championships and is tied for the most titles among all quarterbacks—was known in and around the NFL as “Joe Cool.” He had an uncanny knack for seeing all aspects of the game from his position on the field and was seemingly unflappable in the most pressurized situations. And there was a reason for Montana’s demeanor: like Walsh, he believed in a very diligent, orderly meeting process as a means of keeping players engaged. For Montana, the huddle was a sacred place and the ultimate comfort zone. There were rules to be followed when Montana was giving out information for the next play. If those rules weren’t adhered to, Montana told his teammates to take the issue somewhere else. The huddle was a place where everyone needed to be engaged and headed in the same direction.

Great Teams in businesses can take a page from Walsh’s and Montana’s playbook and conduct orderly, disciplined meetings. Such order makes a bigger difference than many leaders want to admit. A successful meeting revolves around clear communication. It can be pivotal to achieving greatness because it explains precise strategy and opens the door to new ideas. An efficient meeting allows an organization to remain one step ahead of the competition and forces it to remain consistent with any existing strategies. But these ideas must be streamlined by a process and guided by a leader who can filter out the good ideas from the bad.

 

16 Things High-Performing Organizations Do Differently

  1. Great teams understand their why.
  2. Great teams have and develop great leaders.
  3. Great teams allow culture to shape recruiting.
  4. Great teams create and maintain depth.
  5. Great teams have a road map.
  6. Great teams promote camaraderie and a sense of collective direction.
  7. Great teams manage dysfunction, friction, and strong personalities.
  8. Great teams build a mentoring culture.
  9. Great teams adjust quickly to leadership transitions.
  10. Great teams adapt and embrace change.
  11. Great teams run successful huddles.
  12. Great teams improve through scouting.
  13. Great teams see value others miss.
  14. Great teams win in critical situations.
  15. Great teams speak a different language.
  16. Great teams avoid the pitfalls of success.

 

Would you share an example of where one team missed “value” and another team spotted it and capitalized on it? 

How Leaders Break the Trust Barrier for High Performance

Usaf F-16 Thunderbirds In Tight Formation

4 Elements to Creating A High Performance Team

 

Trust. Find any high performance team with sustained success and you’ll find it. It’s the glue of relationships. It’s the desire to serve the team over self.

As important as it is, you’ll receive little training on it in an MBA program. You may have experienced it, but it seems elusive. Few can describe it; fewer can teach it, and finding a leader who can create it multiple times seems like a dream.

Enter Colonel JV Venable. He’s a graduate of the USAF’s Fighter Weapons School. He commanded and led the USAF Thunderbirds and 1100 American airmen.

 

“Commitment is the demonstrated will to deliver for the people around you.” -JV Venable

 

Teaching trust is crucial. Think about the trust needed to fly within inches of another yet at over 500 miles per hour. You just can’t imagine doing it without the highest degree of trust. JV’s new book, Breaking the Trust Barrier: How Leaders Close the Gaps for High Performance, shares lessons from his experience as a Top Gun instructor with all of us. I recently asked him about creating this level of trust and how everyone can learn from his experience.

 

“Alone we can do so little. Together we can do so much.” -Helen Keller

 

Harness the Power of the Thunderbirds

What drove you to write this book?

Book CoverAs you might imagine, the insights and sensations that came with flying on the point of the Thunderbirds were pretty special. More often than not I got the feeling my jet was being furthered by the five jets on my wing.  I was convinced it was an emotional surge until I felt the shift on a particularly smooth day, half way through my first year on the team. In the middle of the demonstration, an unexpected but very real surge of energy hit my jet and it began to turn the entire formation — like a giant hand lifting up my left wing.  During the debrief it became obvious the surge came from the rate of closure and end-game proximity of my left wingman.  He was so close that he caused that wing to become more efficient and produce more lift than the one on the right.  That was the moment I realized it wasn’t just a feeling I was being carried by the team around me; the surge was real.  Just like stock car racers on the track at Daytona, we were drafting. The more I thought about it, the more I could see drafting’s effects everywhere, and the thought would change the way I looked at the world around me.

I wrote Breaking the Trust Barrier: How Leaders Close the Gaps for High Performance out of the passion borne from the physical and emotional surge that began that day on the Thunderbirds.  My goal is to share that passion with people just like you.  We need to spread the leadership bug, and this concept of drafting will make you a carrier.

 

“No team can excel over the long haul without trust.” -JV Venable

 

Leaders and the Drafting Phenomenon

How can understanding the phenomenon of drafting help a leader?

In racing, the concept of drafting is based on a leader cutting a path through the air for those behind him, and a trailer being close enough to the leader’s bumper to shift the drag from the leader’s bumper to his own.  That same concept was alive on the Thunderbirds in the air — and on the ground.

Every unit within our organization was minimally manned, and each relied on the others to help execute its role. Our amazing people were lined up, bumper to bumper, taking the weight, the drag off the individuals and elements in front of them, while they plowed the path for those in trail.

Once you realize the impact closure can have on your team, you’ll see drafting everywhere you look.  Cyclists in the Tour de France, the V formations of migrating geese, even ducklings on a pond will make you realize how your actions can cause gaps to close or expand, and accelerate or slow your organization down.  That dwell time will give you an understanding of the positive impact, or the repercussions of your actions, before you put them in play.

Drafting makes leadership something you can see.

 

“Nearly all men can stand adversity, but if you want to test a man’s character, give him power.” -Abraham Lincoln

2000 Pilots

Rewrite Code to Create Trust