Tag Leaders

Developing Future Leaders

Steve Keating 4 Comments

One of the surest ways to “future proof” your organization is to make developing your future leaders a daily activity. Every day! Not when you “find” time, not when you “make” time and not tomorrow. Today and everyday.

If you’re looking at developing future leaders as an expense, even a necessary one, then frankly, you’re looking at it wrong. The development of future leaders is an investment, it’s the one investment that is sure to provide a high rate of return. For your organization, for you, and for your future leaders. 

If you’re serious about creating the next generation of leaders in your organization then here’s a path you may want to consider. 

  1. Identify potential leaders. Not all people are cut out to be leaders, so it’s important to identify those who have the potential to be successful in leadership roles. Some qualities to look for include:
  • Strong communication skills
  • The ability to motivate and inspire others
  • A clear vision for the future
  • The ability to think strategically and make decisions
  • The ability to work well under pressure
  • The ability to build relationships and collaborate with others
  1. Create a leadership development program. Once you’ve identified potential leaders, you need to create a program that will help them develop the skills and knowledge they need to be successful. This program should include a variety of elements, such as:
  • Formal training courses
  • On-the-job training
  • Mentorship programs
  • Networking opportunities
  • Coaching and feedback
  1. Provide opportunities for growth. One of the best ways to develop future leaders is to give them opportunities to grow and develop their skills. This could include:
  • Assigning them to challenging projects
  • Giving them more responsibility
  • Promoting them to new positions
  • Sending them to conferences or training programs
  1. Provide opportunities. There is little point to developing future leaders if you’re not providing them opportunities to truly try out their new skills. Let your future leaders lead today! This could involve leading projects, teams, or even departments. By giving your people the chance to lead now, you can help them develop the skills and experience they need to be successful in future leadership roles.
  1. Provide feedback. Feedback is essential for helping leaders develop and improve. Make sure to provide regular feedback to your future leaders, both positive and negative. This will help them identify their strengths and weaknesses, and make the necessary changes to improve their performance.

This path could lead to the successful development of your future leaders but there is one key element to keep in mind. Make certain your future leaders and being led and not managed. It is vital that they see leadership in action. If the person your future leader is reporting to is a poor leader or a leader due only to their position within the organization, the potential of your future leader is unlikely to be achieved. 

Leaders help create the next generation of leaders. Don’t expect today’s poor leader to develop tomorrow’s Authentic Leader. It doesn’t work that way. When you have your future leaders reporting to today’s excellent leaders you’ll have the chance for excellent leadership in your organization for years to come. 

Leadership Intangibles 

Steve Keating 1 Comment

I was talking with a colleague a few days ago and they asked me about which of the “leadership intangibles” are most important to the success of a leader. I think my answer surprised them, it likely disappointed them as well. 

That’s because my answer was there are no leadership intangibles. None. Zip. Nada. 

Everything my colleague believed to be an intangible of leadership must in fact be vividly tangible. For instance, they believed that caring for their people was an intangible of effective leadership. 

It’s the exact opposite. Authentic Leaders stand ready to demonstrate, in every possible manner, that they care deeply about the people they lead. They live the principle that says, “you can care for people without leading them but you cannot lead them without caring for them.” While anyone in a leadership position can say they care about their people, Authentic Leaders have no need to say it, they are demonstrating it with every conversation and every interaction. 

Giving recognition was offered up as another intangible of leadership. It is not. Giving recognition is an intentional and very visible act. If your people don’t realize that you recognize their commitment and effort then it’s the same as not recognizing them at all. 

I literally recommend that leaders put reminders on their smart phones so that they don’t go a single day without providing recognition to at least one of their people. As publicly as possible. When a person in a leadership position tells me that can’t find a reason to recognize their people every day I suggest they look harder…or sometimes just look. Quality effort is waiting to be recognized and once it is, it becomes much more visible.

Leaders who are quick to publicly recognize their people also never publicly admonish them. They keep their constructive coaching private. That’s critical because their people know that if the leader will publicly throw one of their people under the bus they will likely throw any of them, or all of them, under the same bus. 

Integrity was suggested as the ultimate intangible of Authentic Leadership. I was particularly flummoxed with this suggestion. Integrity has been given many “definitions.” It is said to be doing the right thing even when no one is watching. It has been described as “acting in a way that benefits many people rather than yourself. 

I take no issue with most of the definitions I’ve seen for integrity. But here’s the thing, leaders lead by example whether they know it or not. Their people are always watching. One element of integrity is doing what you say you will do. When you said you would do it. How you said you would do it. EVERY single time. Authentic Leaders know that they either have integrity ALL THE TIME or they don’t have integrity any time. Their integrity is public, visible, intentional and very very tangible.

As an Authentic Leader you don’t get to have any “intangibles.” All your actions are on display for your people to see. They will eventually know your thoughts as well for those thoughts will become your actions sooner or later. 

You lead by example. You lead by example. You lead by example. Remember that, counting on “intangibles” to help you lead will result in very limited leadership. As a leader your qualities and characters are always on full display for your people to see. Make sure they are seeing your best ones. 

Want more of LeadToday? I’m changing things up on my Twitter feed for subscribers. Beginning March 2nd I’ll be publishing two videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $5 a month. That’s for at least 80 MINUTES of quality video content on leadership a month. 

If you’re interested in taking a look just head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success. 🙂

Here’s the link to my Twitter… https://twitter.com/leadtoday 

Overcoming the Frustration Challenge

Steve Keating 1 Comment

It’s a fact that sometimes people are promoted into leadership positions when they have, shall we say, some shortcomings. At least some perceived shortcomings. 

How you react under those circumstances says a lot more about you than it says about the person in the leadership position. It is common for a person being “led” by someone they feel is unqualified to hold a leadership position to “resist” that person. 

Resisting the person means at best they become a disengaged employee. At worst they become actively disengaged. 

A disengaged employee is someone who does the bare minimum required to keep their job. They make the determination that doing more than the bare minimum isn’t going to be rewarded. So they put forth a “why bother” level of effort. 

An actively disengaged employee is actually putting forth more effort. The problem is that much of that effort is focusing on being a disruption to the the organization. And a disruption to their “leader” in particular. 

I have been very fortunate to nearly always work for leaders who actually led. Yes, some were more effective than others but I learned good stuff from all of them. They each, in their own way, made me better. 

But my first “leader” right out of college might have taught me the most. Unfortunately, I learned it years after he was no longer leading me. It didn’t take very long in my first job out of college to realize that my “leader” wasn’t the smartest guy in the room. In fact, to my absolute surprise I figured out quickly that he was illiterate. He could not read or write. 

Yet he was the boss of a team of people with Electrical Engineering degrees. I was 22 years old and I had no idea what to make of this situation. Most people I told found it hard to believe that someone at his level could be illiterate. But he was. 

I found it more than challenging to take any kind of direction from this guy. I assumed that his inability to read and write made him an idiot. Then I decided, for reasons I still don’t completely understand, to make his life a living hell. I must say I was pretty good at it. 

So good in fact that it didn’t take long to find myself sitting in a conference room with an HR Rep, my boss and his boss. They told us to “work it out” and get back to work. But the way I worked it out was to leave the company and head for greener pastures. 

Over the years I thought about that boss and what I had learned from that experience. The big thing I learned was that I was a terrible team member. I might have been the best engineer on the team but I was the worst team member. I disrupted everyone with my shenanigans which were all focused on proving how much smarter I was than the boss. 

One of the other big things I learned from that experience was that just because I failed to see the strengths of my boss it didn’t mean others couldn’t see them. He had worked his way up through the company and earned the respect of the owners. They were very loyal to him. He understood their goals and worked tirelessly to help them achieve each one. He was a good “people person,” even if I didn’t realize that until it was much too late. 

It would be years before I understood one of my roles in an organization was to make the people around me better. That included the people above me in the organization. It was never going to be my place to expose any weaknesses of the people above me. My role was to identify any gaps they may have and fill those gaps with my own experience and skills. And that was regardless of whether or not I received any credit for it. It was also my role whether or not they knew I was doing it. 

It would be several more years before I would realize that in the most successful organizations everyone has that same role. That role is to find and fill the gaps of the people around and above you. That role is also in addition to everything else in your job description, not instead of. The role is not to expose gaps for the sole purpose of complaining about them. 

If you’re currently working for a leader who frustrates you the first thing you need to realize is that being frustrated is a choice. You can choose to be frustrated or you can choose to be fascinated. I’d recommend you be fascinated and curious about how a seemingly unqualified person achieved a leadership position in the first place. By working to understand that person you may discover the strengths that earned them that position. 

It’s when you identify a person’s strengths that it becomes much more rewarding to fill their gaps. Filling the gaps of the people around you also makes you a much more valuable employee…and a great team member.

Do not allow anyone with shortcomings in your organization to frustrate you. You can’t control their actions or their weaknesses. So control what you can and that’s your attitude and the level of effort you’ll put forth to be the very best version of yourself. 

And one last thing…before you even think about criticizing someone else for their shortcomings you’d better be darn sure you don’t have any of your own.

Leaders in Name Only

Steve Keating 6 Comments

I haven’t written about this topic in a while but it remains timely. Sadly, I’m afraid it will always be a timely topic because there will always be individuals who occupy positions of leadership with no clue as to what actual leadership looks like. 

They are managers who may or may not even be attempting to lead. So, before we go any further let me say loud and clear, with no doubt whatsoever, that managers and effective management are vital to any organization that hopes to grow or even survive in these times. 

However managers and management are vastly different than leaders and leadership. Both are essential for long-term success. The challenge for many managers and management teams is that they make the mistake of thinking that what they are doing is leading. It is often not. 

Sometimes, hopefully most of the time, good managers are good leaders and good leaders are good managers. Being effective at both requires that you understand the difference between the two. 

Managing and management is about a whole host of things. THINGS, as in inanimate objects and stuff. You manage things like property, inventory, buildings, plans, and budgets. If “it” can’t think for itself and is incapable of becoming emotional when you yell at it (a copier comes to mind) then you manage it. 

Leading and leadership is about people. Only people. All people. You lead people. You don’t even lead a company, organization, or team. You lead the people who make up that company, organization, or team. 

No, I’m not splitting hairs here. The difference in mindset between someone attempting to manage people and someone actually leading people is huge. Attempting to manage another human being as if they were an inanimate object is the cause of the vast majority of personnel problems within organizations. 

I’ve known very few managers who thought they were treating their people as inanimate objects. But how the manager feels they are treating their people is of little importance. How the people feel they are being treated will determine whether or not they have a chance to reach their full potential. If you’re not interested in helping people achieve their full potential that’s a sure sign you’re a leader in name only. 

Most people don’t read the owners manual that comes with the “stuff” they buy. That’s kinda how a manager attempts to lead people. “Seen one ya seen ‘em all” is a manager mindset. They manage all their buildings the same and they manage all their people the same too. 

Leaders read the owners manual for everyone of the people they lead. They know that every single person they lead is a unique individual with their own set of goals, objectives, hopes, dreams and yes, problems. 

They get to know their people because they care for them as people. They want them to succeed, they want them to grow. They know that their own success as a leader is completely dependent upon the success of their people. 

So while the manager may “spend time on” their people the leader “invests time with” their people. The difference in how people respond is like night and day. 

We could go on and on about the differences between managing and leader but I’ll spare you for now. Let me however leave you with a couple of questions to consider. First, do you understand, really understand the difference between the two? What would your people say if I asked them? 

The second question is key because when it comes to leading an Authentic Leader knows it is the followers who make the leader. If your people don’t see you as a leader then you have some work to do cause if you’re not leading they aren’t following. No matter what you tell yourself. 

Privileged Leaders

Steve Keating 4 Comments

There are all types of leaders in the world. Cleary, some are better than others. The worst however are what I would call Privileged Leaders. 

Authentic Servant Leaders see leading others to success as a privilege. Privileged Leaders believe holding a leadership position entitles them to “special” rules not available to those they think they’re leading. They live by the old saying “Rank has it’s privileges.” They make that old saying come to life by providing themselves with many privileges not available to the people they claim to be leading. 

Privileged Leaders will never have the commitment of the people they supposedly lead because they don’t think they need it. Without that commitment they simply cannot lead. 

Privileged Leaders are poor communicators because their different set of rules act as a wall between them and their people. They don’t understand the people they try to lead because they don’t care to understand the people they try to lead. 

They don’t value the people they are supposed to be leading because they see value only in themselves. They don’t listen to the people they hope are following them because…well because they don’t listen to anyone. 

Privileged Leaders believe that their title or position is what makes them special. They believe their income level makes them better human beings. 

Authentic Servant Leaders believe they aren’t special at all. They believe it’s the people they lead who are truly special. They value those people and seek out their advice. They listen, intently, to what they have to say. No amount of money, no title or position will ever make them think they are better than another human being. 

You’ll recognize a Privileged Leader the moment you see them. They will have placed themselves on a pedestal so high above the people they think they are leading that those people couldn’t follow if they wanted to. 

Authentic Servant Leaders make certain they stay close to their people. They lead from the front, they lead from the middle and sometimes they even lead from the rear. Whatever the case may be they lead from along side their people and never put themselves above them. 

Privileged Leaders have no way of learning how mistaken they are because they also believe they have nothing left to learn. They “know” every decision they make is the right decision simply because they made it. They don’t question themselves and woe to any person who dares to question their thinking. 

Authentic Servant Leaders know they will never know it all. They also know they don’t need to. They have a wealth of knowledge in the people who are committed to following them. They “tap into” that knowledge bank with great regularity for the benefit of their entire organization. They know that they could be wrong about virtually anything so they value having their decisions challenged. That challenge either confirms their thinking or causes them to change it, again to the benefit of the entire organization. 

If you’re working for a Privileged Leader then fasten your seat belt. It’s gonna be a rough ride. They won’t learn from their mistakes because they will never admit to them. They must either be forced out by an Authentic Servant Leader or the organization they are supposed to be leading will simply go the way of many failed organizations.

If you’re working with an Authentic Servant Leader then count your blessings, which will be many. Working for an Authentic Servant Leader gives you and your organization ample opportunities to grow. Make sure that you make the most of those opportunities.

A Self Leadership Checkup

Steve Keating 17 Comments

Everybody says we need Authentic Leadership right now, perhaps more than ever before. Well it must be true since everybody can’t be wrong. But it seems to me most people talking and writing about leadership these days are missing an important point.

Before you can lead others authentically you must effectively lead yourself.

If you’re an Authentic Leader then you know the people you lead really need you now. That’s because especially in challenging times people need to be led, not managed. But you’re people too. You need leadership as much as anyone. The difference is you may well have to lead yourself.

So let’s do a quick checkup on your self-leadership skills.

You know that your people need some extra inspiration right now. They look to their leaders to provide it. But it’s pretty tough to inspire others if you’re not inspired yourself. In those quiet moments (perhaps few and far between right now) how are you staying inspired? What does your “self-talk” sound like? Are you aggressively looking for positives to keep your mindset where it needs to be.

It’s as easy for a leader’s attitude to go south as it is for anyone else. If you’re going to keep other people’s spirits up them you’ll have to keep yours up first. Find the possibilities in every challenge. Problems are an opportunity to learn and grow. They provide the chance to become better and more nimble.

Coach yourself to see obstacles as growth opportunities. Remember, your people will do what you do far faster than they will do what you say. Model the attitude and mindset that you want your people to possess.

You are the master of your emotions, no one else. If you do not make the conscious choice of a positive attitude every single day then a subconscious choice will be made for you by events and circumstances. It will not be a choice that serves you well.

Positive attitudes do not happen by chance, they happen by choice.

How are you doing with time management? If you’re suddenly finding yourself leading from home you may find that you don’t have the same level of discipline that comes with working in an office environment.

Setting daily goals can help with this. Goals create discipline. Discipline is simply choosing between what you want now and what you want most. Your goals should be what you want most. Holding yourself accountable to do the same amount of work at home that you would do in the office requires that you keep in mind what you want most.

The “work things” that you may be less accountable to accomplish right now are the means to the things you want most. When my daily work goals are achieved I allow myself what I want most. That would be ice cream! If the work isn’t crossed off my list then the ice cream doesn’t cross my lips.

It is important to remember that no one on earth has more time than you do. No matter how pressured you may feel you do not, I repeat, you do not have a shortage of time. What you most likely do have is a lack of prioritization skills.

Pursue those daily goals with the zeal of a crazy person and you’ll discover you have all the time you need to accomplish every one of your goals.

Are you carefully choosing your words? A leader’s words carry more weight. In challenging times they weigh even more. Choose your words to convey the exact message you’re trying to get across. Remember how you say something can be even more important than the something you say. Are you being mindful of your tone? It is likely you’re doing more communication over the phone than normal. People can’t read your body language so they use the tone of your voice to decipher the meaning of what they are hearing.

It is your responsibility to make sure they are hearing what you intend for them to hear.

Leading others begins with leading yourself exceptionally well. These three areas are not the only leadership skills to focus on for exceptional self-leadership but they will get you on the right path to being a leader who is prepared to lead others in turbulent times.

Managing vs Leading – Part Eight

Steve Keating 3 Comments

Managing things is a critical function for any business or organization. It is equally critical for all managers and leaders within any business or organization to understand that they do in fact manage “things” but that the people of that business or organization require leadership.

Some of the things that need managing are capital equipment like copiers and computers. Vehicles, buildings, forklifts, and other similar types of equipment are typical of the type of things that get managed. Part of managing those things is putting them on a depreciation schedule for tax purposes. Each year a business or organization owns those “things” they are worth less. They depreciate in value.

No manager, no matter how bad at managing they may be, can cause the value of a human being as a person to depreciate. They can however cause the productivity and commitment level of that human being to depreciate rather quickly. All they need to do is attempt to manage that person as if they were a “thing” instead of leading them as if they are a person.

We have talked a lot in this series about the difference between managing and leading but here is the bottom line. If you’re in a leadership position and you’re attempting to manage your people as if they are co-equals with your “things” then you are creating the vast majority of the issues that you would describe as “personnel issues.”

Many people in leadership positions would say they have people reporting to them who have poor attitudes. They claim to have people who are often tardy and when they finally show up for work they are disengaged. Leaders in name only complain about low productivity people and people who show no initiative. The list of problems and complaints go on and on.

What these leaders in name only fail to understand is that the root cause of nearly 100% of these problems point directly to them. If you’re in a leadership position and you’re trying to manage your people instead of leading them then YOU are almost certainly the cause of every “people problem” you’re complaining about.

I know that isn’t easy to hear but it is a reality you must come to grips with if you’re ever going to become an Authentic Leader.

The good news is that you don’t need better people. There are no better people in the world than the ones you have now. If you think they need to change then you need to change.

You need to change from a person who merely occupies a position of leadership to an Authentic Leader. You need to treat your people like the emotional human beings they are. You need to tap into their hopes. You need to tap into their dreams. You need to tap into their natural enthusiasm. You need to tap into their goals, their needs and their good ideas.

If you don’t see those things in the people you have in your organization today then I’ll guarantee you that you’re trying to manage them instead of investing the time required to authentically lead them.

The fastest way to change anything is to change how you look at it. Do not look at your people as “human assets” or “Human Resources” or for heavens sake, things. See them as the special human beings that they are. Then treat them that way. Lead them!

Before you know it all those “people problems” will fade away. You’ll be tempted to think that your people have all changed but what they have become was always there. It’s is you who will have changed.

You’ll have changed from a person who merely occupies a position of leadership to someone who actually leads. You’ll have made a difference in the lives of your people and you’ll never attempt to manage your people again.

This is the final installment of the Managing vs Leading series. I hope you will take it to heart. The world has plenty of insightful and incredibly effective managers. What the world needs is more Authentic Leaders. Many many more.

Can you be one of those who decide to make a difference? You can if you make the decision to Lead Today. I hope you will!