Have you worked under someone who was so assured and stood their ground that no matter what happened, he or she knew what mattered? Then you’ve probably worked with a leader who has strong, unshakeable values. It’s not about the money, recognition or power. These values that drive them are something bigger. Finding your purpose is one thing. Finding it as a leader is an entirely different subject. It’s not about emulating other successful leaders or key figures in the industry; it’s about identifying your real values in life, knowing that this gives you a definite purpose for making the tough decisions as a leader. Let’s go about finding out how these things can be so vital to being a better leader.
The Making Of A Better Leader
Making decisions is what leaders do. They get paid to make the tough calls. But what’s more important are the values of a leader. It gives the team consistency and stability. What I mean by that is this: having a set of values will give a team a direction, a company culture, and adds some meaning to the work that is being done. All these start from the top, the leader, and flows down to every level. Now every leader has their values, and they can differ from one to another. Two good leaders can have completely different values. So what exactly is a value and how does it help one become a better leader?
What Are Values?
Values are what is important to us—in other words, what we value, or the thing that drives us. People will have certain core values which help shape them into who they are today. The same values can also be different for everyone. For example, if two people value love, they can show it in very different ways through their actions or vocally. It’s sad to think that even though we all have values, when it comes to working, we tend to adopt the values we were taught to follow. Unfortunately, these values can hurt us, and it’s not something we would like to associate with our real values.
The Purpose Of A Leader
Harvard Business Review states that based on the author’s understanding, less than 20% of leaders have a strong sense of individual purpose. These same leaders can tell us the mission statement of the company, but they lack the sole purpose that makes them stand out as a leader. It doesn’t matter if you’re the CEO of a multi-million-dollar company or told to lead a small team of three, your purpose is what makes you, you. It’s your why: why you’re working, why you want to lead the team and more. That’s the difference between leaders, and a good leader has an ultimate purpose. This is why some leaders get remembered and acknowledged long after they’re gone.
How to Find Your Purpose?
Make a Difference
If you’re a new manager, you may find yourself in unfamiliar territory faster than you can imagine. How do you handle the gossiping employee? Or the top performer about to jump ship? How do you develop a high-performance team?
Larry Sternberg and Kim Turnage have literally packed numerous tips, strategies, tools and techniques for managers into the pages of their new book, Managing to Make a Difference: How to Engage, Retain, & Develop Talent for Maximum Performance. I recently spoke with Larry about their new work.
Why Employee Orientation is All Wrong
Your book starts out saying that we have employee orientation all wrong. We too often start with scare tactics and explaining what will result in termination. What does this do to new employees?
Frankly, the gratuitous negativity turns people off. The new employer is building the case for termination on day one! Also, it’s just plain boring. Negative and boring are not strategies to increase engagement and positivity about starting a new job.
You might say that these kinds of statements are necessary in our litigious society. We happen to disagree with that point of view. But even if we were to agree that they are necessary, they diminish your efforts to engage and retain people.
Imagine you’re dating someone, and you start a discussion about being exclusive and moving in together. The other person replies, “I’d love to do that! But first I want to make sure you understand the reasons I might decide to end this relationship.” How would that make you feel?
Go Ahead: Get Close to Your Team
I loved your advice on getting close to people. I’ve long advocated this. What are the benefits of getting close to people at work?
When you cultivate close, positive relationships with your employees (and among your employees), every employee spends his day with people he really likes and cares about. This increases job satisfaction, engagement and morale. Teamwork improves because employees are more likely to go the extra mile for people they care about. When problems occur, employees with good relationships will resolve them more easily. A leader who has close relationships with her employees can exert more influence on them without using her power. For instance, when she asks for extra effort, they’re more likely to give it.
Leadership Tip: the closer you are to someone, the easier it is to influence that person.
Talk about the importance of setting expectations.
Become a Great Change Leader
One of the most important skills of a leader is managing and accelerating change. What makes change stick or fail is a fascinating topic, one that most new leaders struggle to understand. Mastering the art of change is a challenge and yet one that is well worth the investment. Because all great leaders are change agents.
Kendall Lyman and Tony C. Daloisio studied change for the last decade and have packed their key takeaways and learnings into their new book, Change the Way You Change! They outline the five roles of great change leaders. If you want to accelerate your leadership and improve your results, this book is a blueprint on how to orchestrate your change efforts.
5 Roles of A Change Leader
In your book, you talk about five roles for change leaders. Is one more commonly a problem for a leader than others?
This is a question leaders ask us a lot, probably because they are so busy running the business that it’s hard to think about improving their leadership. We have found that each role of leadership has its unique challenge. For example, the FOCUS role requires a leader to get everyone on the same page and pull in the same direction. And the ALIGN role requires leaders to ensure that all of the processes, structure, and systems are aligned to the direction of the organization—a daunting task to say the least. But the role of leadership which is probably the hardest, takes the most time, opens up the organization for pushback, and has the most potential if done effectively is the ENGAGE role. Most leaders who put a lot of energy and money into the diagnosis and design of a new organizational solution are so excited to implement the new idea that they take very little time to syndicate that direction with key stakeholders either during design or before execution. True engagement done well holds the key to open the minds, hearts, and hands of employees required to implement by helping them change and adapt to make the new solution a reality.
“The world fears a new experience more than it fears anything.” –D.H. Lawrence
How is your approach to change different from others?
In all the books we read, the authors (and many change practitioners) argue that change starts one way or another. Some say that change starts with individuals. Others claim that individuals can’t really change until the organization does. But after helping lead transformations for years, we asked ourselves, “How does change really happen? Does change happen from the inside-out or from the outside-in?” In other words, is the most effective way to change an organization accomplished by helping individuals change so they, in turn, can change their teams and the organization (inside out)? Or is the best approach to improve the organizational elements of strategy, processes, and structure, and then expect teams and individual behavior to align with the changes to deliver better results (outside-in)? And we asked, “Does it have to be either/or?” After many years of considering this question and approaching change using one approach or the other, we have found that the answer is “no.” Instead, for change to be sustainable, it requires both an inside-out and an outside-in approach. To change a team or business, a leader must change both the thoughts and beliefs and the structure and systems. And to get it to stick, all levels of the organization (individual, team, and organization) must be focused, aligned, and engaged on the same thing—and that takes leadership!