How to Create a Team of Leaders by Shifting Inward

inpowered

Step Back

It may be counterintuitive, but according to Barry Kaplan and Jeff Manchester — who have decades of experience as entrepreneurs and advisers to hundreds of companies — the the best way to lead is to step back.  The more that you as a leader open your heart, reveal your fears and show your authentic self, the deeper the connections among your team members will be, and the more the team will achieve.

Partners at Shift180, Barry and Jeff present their unique approach to maximizing performance in their new book, The Power of Vulnerability: How to Create a Team of Leaders by Shifting Inward.  I recently spoke with them after reading the book, to talk about their views on leadership culture and vulnerability.

 

Understand the Power of Vulnerability

Why is vulnerability misunderstood?

We are taught and then hard-wired to believe that showing vulnerability is a weakness. The fear, of course, is that if we demonstrate vulnerability, others will be able to take advantage of us.  This, however, is far from the truth.  The reality is that, by sharing our vulnerability, we lay the groundwork for truly connecting with others – which is incredibly powerful.  We need to relearn that vulnerability is gateway to authenticity, connection and ultimately power.

 

When is it wrong to be vulnerable and can you be too vulnerable?

Despite the power vulnerability can bring, if you’re not in a safe environment where you can leverage its power, exhibiting vulnerability may be a mistake. Safety is a necessary predicate to being able to open up, show up and co-create trust.

 

In what ways can a leader create an environment of safety to allow team members to be vulnerable?

Leaders play a key role in creating this safe space, particularly by role modeling. As a leader, it is up to you to step in first. Show up with your real story that will disrupt the typical pattern of hiding behind the veil. By taking action, you are giving your team a real case-study of how — and more importantly, why — it works.

 

“The HEIGHT of a team’s performance compared to its potential is directly related to the DEPTH of connection among its members.”

Discover Your Positioning DNA and Dominate Your Competition

dna

Branding that Gets to Aha!

Andy Cunningham played a key role in the launch of the original Macintosh. Which I think qualifies her to say, “Hey, I’m kind of a big deal!” I mean, Steve Jobs level big deal.

But she doesn’t say that at all. Instead, she helps other organizations with branding, positioning and marketing.

She’s just released a book, Get to Aha!: Discover Your Positioning DNA and Dominate Your Competition. It’s a framework to help you understand and position your company. I found it intriguing and asked her to share some of her experience with you.

 

“Perceptions today are grounded in and sustained by authenticity.” -Andy Cunningham

 

Branding Gone Wrong

You recently surveyed 100 North American CEOs, and fewer than 1/3 felt that the brand strategy they had commissioned had been effective. Why do we so often get it wrong?

Branding campaigns fail or fall flat for several reasons: resistance to change, uncertainty around how to implement the strategy, too many competing ideas—maybe even business strategy that has moved beyond a recently completed brand initiative.

But there’s another big reason: branding is too much fun. (Yes, really!) Branding is the part of a marketing campaign that gets a lot of attention—the eye candy that the senior leadership is quick to notice. Why? Because it speaks to the emotional side of a product or service and is a great distraction from the day-to-day, boring details behind that product or service. But when you launch straight into branding before parsing those “boring” details—before you understand the exact space in the marketing landscape your company is uniquely qualified to fill—you’re putting the cart before the horse. A sexy or fun brand package is great to look at, but if it doesn’t capture a company’s role and relevance in the market (its position), then it’s little more than a pretty face without any substance to back it up. That’s where my DNA-based methodology comes in. It offers an actionable framework for using your company’s genetic makeup to determine competitive advantage.

 

 

The 2 Most Important Questions

How to Create A Loyalist Team

loyalist team

The Magic of a Great Team

 

Great teams feel almost magical.

These rare teams build with care and intention. They operate at an incredibly high level of productivity and achieve extraordinary results.

Dysfunctional teams are unproductive, draining, and stressful. You’re always watching your back, focused on managing up, and fighting outside your silo.

Linda Adams, Abby Curnow-Chavez, Audrey Epstein, and Rebecca Teasdale honed their expertise inside some of the largest and most powerful businesses operating today. The four authors have led the human resources, talent management, leadership development, and organizational effectiveness functions of multiple Fortune 500 companies including Ford Motor Company, Pepsi, and Target. Currently, the four comprise the TriSpective Group, catering to companies like PetSmart, Kaiser, Orbitz, and others.

 

The best teams perform so well it appears they are one single organism.

 

Their book, The Loyalist Team: How Trust, Candor and Authenticity Create Great Organizations, tackles the difficult subject of teams. Their work on creating high-performance teams has yielded expertise and results for all of us to learn from. I recently asked them to share some of their research.

Loyalist Team Group Shot

What are some of the characteristics of a great team?

We studied thousands of teams in dozens of industries and found that the highest-performers had the same set of traits and characteristics. On these teams, individuals trust each other without reservation and assume positive intent, put the team agenda ahead of any personal agenda and hold each other accountable. We call them Loyalist Teams because they are loyal to one another, to the team, and to the organization as a whole.

 

Study: high performing teams put the team agenda ahead of personal agendas.

 

You outline four different types of teams in this book. If you’re the new leader, how do you know your team’s persona?

A new leader can use one of our team assessments, including the Loyalist Team Snapshot that’s available for free on our website. We also suggest learning about the characteristics of Loyalist Teams and looking for them on the new team.

Leaders can ask themselves a series of questions including: Are there only pockets of trust on my team or do all team members trust one another? Do team members believe that “We only win together,” or are they more likely to think, “I look better if you lose”? How often and how well do team members put the real issues on the table and discuss them candidly and productively?

If trust is consistent across the team, individuals know their success is tied together, and they readily discuss even the tough issues, then the new leader is starting in a great place. If those elements are missing, we suggest the leader learn more about the less effective team types and determine actions to take to move the team along the spectrum to becoming a Loyalist Team.

 

Team is not a destination you permanently reach, but more a way of working together.

 

Characteristics of a Toxic Team

On the other side of the equation are the toxic, dysfunctional teams. What characterizes them?

We call the least effective teams Saboteur Teams because on these teams, someone is always trying to sabotage someone else’s effort. Team members spend as much time watching their back as doing their own work. There’s a “Get them before they get me” mentality, and people often dread going into work. Bad behavior and poor performance go unchecked, and there is an overall sense that nothing will change.

 

What most contrasts a Saboteur Team with a Loyalist Team?

Loyalist Teams face winning and losing together. When the heat is on and the team is under pressure, Loyalist Teams find ways to come together and prevail. They learn from mistakes and losses, adjust and move on. Saboteur teams, already splintered, disintegrate into heated factions and waste time assigning and avoiding blame during the toughest times. While individual team members focus on self-preservation at all costs, the team’s performance spirals out of control.

 

Leadership Tip: Consistent trust allows team members to discuss the tough issues.

3 Keys to Negotiating Success

3 Keys to Negotiating Success

 

Do people take advantage of you?

Do you let your emotions get in the way of your negotiations?

Do you want to be a better negotiator?

 

Corey Kupfer has negotiated successful deals for over 30 years as an entrepreneur and lawyer, and is committed to inspiring authenticity in business. Kupfer runs his own firm, Kupfer & Associates, PLLC, and founded a speaking, training and consulting company called Authentic Enterprises, LLC. He’s the author of Authentic Negotiating: Clarity, Detachment & Equilibrium – The Three Keys to True Negotiating Success & How to Achieve Them.

I recently spoke with him about the three keys to authentic negotiations.

 

“You do not get what you want. You get what you negotiate.” -Harvey Mackey

 

Authentic Negotiations

Your book title starts with the word authentic. That’s not usually a descriptor of negotiating styles. I’d love to know more about your approach and this uniqueness.

My teachings, based on over 30 years of day-in and day-out professional business negotiating, are mainly focused on the personal and deep internal work you need to do to become a great negotiator: Clarity, Detachment and Equilibrium (or CDE).  A lot of negotiating training is on the level of techniques, tactics and counter-tactics.  Some of those are very manipulative, lack integrity, and are ultimately ineffective – so they should never be used.  Some are okay, but they are not at the core of true negotiating success.  At best, they are good to know as additional tools beyond the deeper and more important work of authentic negotiating.  Without Clarity, Detachment and Equilibrium, tactics and counter-tactics will be of marginal impact at best.

Authentic negotiators get total clarity on what will work and won’t work for them on every significant term and what their true bottom line is – from a place of clarity, not ego. They then stay detached from the outcome. They have no hesitation to walk away from a negotiation – not from a place of anger or ego but, instead, from a place of clarity with no upset, judgement or hard feelings.  Finally, they maintain their equilibrium throughout the negotiating process and don’t let their emotions throw them off so that they are able to stay present to and maintain their clarity and detachment.  Although, of course, leverage matters, in over 30 years of professional negotiating, I found that the most impactful common controllable elements are those three things – not the negotiating tactics and counter-tactics that many of us have been taught.

I’ve actually created a quiz where people can learn if they are an authentic negotiator, which can be found at CoreyKupfer.com.

 

“Authentic negotiators determine their true bottom line from a place of clarity, not ego.” –Corey Kupfer

 

The Top 6 Reasons for Negotiation Fails

What are some of the most common errors people make negotiating?

The top six reasons negotiations fail are:

  1. Lack of preparation – external preparation and, the often overlooked, internal preparation which requires doing the deep inner work to get clear on your objectives and determine your true bottom line on every material deal point.
  2. Ego – including avoiding the pitfalls of pride, wanting to be liked, wanting to win and talking too much.
  3. Fear – including fear of losing, failure, success, the unknown and looking bad or letting someone down.
  4. Rigidity – including pre-conceived notions and the danger of inflexibility.
  5. Getting emotional/losing objectivity – which can kill a deal because you fall in love with a bad deal or it can push you in the wrong direction.
  6. Lack of integrity – with others and, less talked about but as important, with yourself.

Here are some additional specific reasons that fall under the various larger categories above:

  • Talking too much which is most often triggered by either ego or fear.
  • Not listening.
  • Thinking of negotiation as a game.
  • Being focused on winning instead of achieving objectives.
  • Letting emotions get in the way of your clarity, detachment or equilibrium.
  • Not getting connected to a powerful context.
  • Not knowing your purpose for the negotiation.
  • Not determining the measurable results you want to achieve.
  • Not holding high expectations.
  • Having unreasonable expectations.
  • Not understanding the natural negotiating rhythm and moving either too fast or slow.
  • Not being aware and prepared for cultural differences.

 

“Diplomacy is the art of letting someone else have your way.” – Sir David Frost

 

Do skilled negotiators often exploit these errors? If they know the issue is “getting emotional/losing objectivity” do they deliberately work to have one side off balance in this way?

Absolutely!  Manipulative negotiators are going to look to take advantage of every weakness they see in you and use it to their advantage.  They will leverage that emotional imbalance the most they can even though it would be shortsighted to do so, especially in one of the many negotiations that results in an ongoing relationship.  Authentic negotiators will use these errors to their benefit as well, though.  There is a way to do that which is authentic and not manipulative.  It is the difference between paying attention to the information and leveraging opportunities that emotion reveals to help attain your objectives vs. actively manipulating people’s emotions.  For example, if somebody is the type of person who emotionally needs to feel like they have won a negotiation, I will design my negotiating strategy with that in mind.  As long as I achieve my objectives, I am happy to have them feel like they have won.  The difference in the authentic approach is that my focus is achieving my objectives, not using their need to win to take advantage of them and manipulate that need to get as much as I can at the expense of the ongoing relationship or getting a reputation as a negotiator who takes advantage of others.

 

“Manipulative negotiators leverage emotional imbalance.” –Corey Kupfer

 

Use Context – Purpose – Results

Reach: A Strategy to Help You Step Outside Your Comfort Zone

Step Outside Your Comfort Zone

 

You may know him from his writing for the Harvard Business Review or from his features in The New York Times or The Economist. Andy Molinsky, PhD is a professor of psychology and organizational behavior at Brandeis University’s International Business School. He is the author of Reach: A New Strategy to Help You Step Outside Your Comfort Zone, Rise to the Challenge, and Build Confidence.

Since I have long been interested in helping people push past what’s comfortable, I found his new book particularly intriguing. After reading it, I am sure that you will find his work as actionable as I have. I spoke with Andy recently about his new book.

 

“Life begins at the end of your comfort zone.” -Neale Donald Walsch

 

5 Roadblocks that Keep You in Your Comfort Zone

What keeps people safely ensconced inside their comfort zones?

I’ve found five specific reasons, and I call them psychological roadblocks or barriers.  The first is the Authenticity Challenge:  It’s the idea that acting outside your comfort zone can feel fake, foreign, and false.  The second is the Competence Challenge:  In addition to feeling inauthentic, you can also feel like you don’t have the ability to be successful in a situation outside your comfort zone.  The third roadblock is what I call the Resentment Challenge: Even if people logically know that they need to change their behavior to be effective in a new situation, they may feel resentful or frustrated about having to stretch beyond where they’re comfortable. Roadblock #4 is the Likeability Challenge:  One of the greatest worries people feel when stretching outside their comfort zones is whether people will like this new version of themselves.  Finally, Roadblock #5 is the Morality Challenge:  In certain instances, people can have legitimate concerns about the morality of the behavior they’re about to perform.  Of course people don’t necessarily experience each of these roadblocks each time they attempt to act outside their comfort zones.  However, even one or two roadblocks can be enough to keep people fully ensconced within their comfort zones.

 

Do most people know which one is their challenge?

When we’re afraid of something, we often just feel “worried” or “fearful.” And not really knowing or understanding where the discomfort actually comes from just compounds the problem.  But what I find is that when people can apply this framework of psychological roadblocks to their lives, they have a much clearer way to make sense of their experience – and that gives them a sense of control over something that previously felt confusing or overwhelming.

 

“The best things in life are often waiting for you at the exit ramp of your comfort zone.” -Karen Salmansohn

 

Stop the Cycle of Avoidance 

The vicious cycle of avoidance is one we’ve all participated in or watched to varying degrees. What’s the best way to stop the cycle and get back on the right path?

So many of us encounter this trap:  We avoid something outside our comfort zone – and feel quite relieved.  But then the next time around, it’s just that much harder.  To stop the cycle, you have to have a deep sense of purpose that the “pain” is worth the “gain” – that whatever it is you’re contemplating outside your comfort zone will contribute to your career or personal development — or enable you to help others and make a difference.  And what’s critical is that this source of conviction is authentic and meaningful to you.  When you have conviction and motivation, you’ll have the power to say yes when every bone in your body is aching to say no.