In today’s world, few people embrace being known for being “weird”. Originally, however, being weird simply meant you were uniquely yourself. Our modern word, “weird”, has its roots in Norse mythology and which evolved into the Old English word, “wyrd”, referring to what one would grow into or become. In the ancient world, the Norse had the idea that the Norns (akin to the 3 Fates from Ancient Greece), determined each human’s fate and destiny at birth. In other words, each person had their own “wyrd” or fate – the qualities, characteristics, perspective, and conditions of life that made them unique. (See my previous posts on “fate” and “destiny”.) A related idea is that of “genius”. Originally, Latin word “genius”, referred to a guardian spirit. The Greeks and Romans believed each person had such a “spirit” or energy inside. In fact, the tradition of celebrating birthdays came from Ancient Rome and was really a celebration of the person’s inner spirit/genius. Thus, you can think of yourself as though you have a special spirit or guidance inside that encourages you to be you -- with a fate or wyrd like no other. This timeless perspective teaches that you are meant to be uniquely yourself and only you really know who that is. However, in modern times, it’s tough to listen to and give credence to your inner wyrd and genius. With well-meaning friends and families and a modern culture that continually telegraphs all the ways you should be or ought to be, it can be a lonely job connecting and listening to your inner wyrd and genius. But to feel that sense of fulfillment that most people seek, make it your main job to connect with what’s inside you -- that inner wyrd-ness -- that makes you more of who you really are. For, there is the idea, that if you don’t express the uniqueness you add to the world, you will never become yourself and the world will be deprived of your wyrd genius. So, as you set out to be the best and most authentic leader you can be, it's a good thing to improve your basic leadership skills. But at the center of it all, you can only become the leader you’re meant to be, when you bring your unique genius and your wyrd-ness to the forefront. I say, "Go forth and be weird!" WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with leaders who want to confidently become the leader they are meant to be as they maximize the “people side” of business. Learn more about her at: firebrandconsultingllc.com.
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It takes so much energy to address an employee issue. If you’re doing it at all, you are on your way to creating clearer expectations and a better working environment for everyone. You can fine tune your repertoire with these tweaks:
Be Timely.When finding the right time to broach an employee issue, you may fall into one of two extremes: taking immediate action when your emotions (usually anger) are high or ignoring or avoiding the issue in hopes that it goes away on its own. Neither is usually preferable. Instead, use the 24-7 guideline. If you tend to get angry or really frustrated, take 24 hours to calm down before you meet with the employee. Alternatively, if you’re an “avoider”, give yourself up to 7 calendar days to address the issue. If you don’t, then fine. Let it go. But you don’t get to bring up the situation again in the future because you chose not to address it timely the first go-round.
Assume Good Intentions.People screw up, but that doesn’t mean that they didn’t intend something good underneath. By assuming and looking for the positive the employee was trying to accomplish, you keep yourself on the employee’s “side” and will avoid making them defensive.
Reinforce Their Autonomy and Accountability.During your conversation, ask them to state what they are committed to doing differently going forward – whether that’s following the relevant policy or procedure, interacting with co-workers in a different way, or correcting a bad work habit. It’s just more powerful when the employee says what they will do differently next time, instead of you telling them what to do.
Underscore Your Expectations.The point of addressing employee issues is to set or re-set an expectation, so they do better in the future. In addition to stating your expectations during a timely conversation with the employee, send a follow-up email that summarizes the basics of the conversation, including how you expect them to act going forward and any new commitments they made. This has the added benefit of creating something written and dated for future reference if needed. To foster the kind of talent and mutual respect that makes a top team takes continual growth as a leader. Hone your leadership skills the next time you need to address an employee issue by trying just one of these tweaks. WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with corporate leaders who want to enhance their leadership abilities to drive bottom-line results. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com. Connect with Beth: Facebook: /firebrandleadershipconsulting LinkedIn: /bethstrathman or /firebrand-consulting-llc YouTube: Firebrand Consulting LLC
Have you ever hired an employee who behaves badly soon after starting work and found yourself flummoxed with disappointment, disbelief, and maybe even shame? When one of your recent hires displays inappropriate conduct, creates dissension, or proves to be a poor performer, don’t wait for things to get better or try to “save face”. Here are 3 tips for getting over it and admitting the mistake:
1. Don’t ignore the problem.You teach people how to treat you. So, if you ignore the poor conduct or performance, you’ll send the message that you’re OK with it even if you’re not. It will not stop on its own. Additionally, you run the risk of losing the respect of the rest of your team. The problem will not correct itself. Bring the problem to the employee’s attention.
2. Take Responsibility.If after talking to the employee about the issue(s), things don’t improve satisfactorily, chalk it up to the imprecision of your selection process then cut bait if warranted. Most hiring processes are no better than the flip of coin, and even applying all the best hiring practices, it’s still not a perfect science. There is no nobility in trying to shove a square peg into a round hole. Take responsibility for hiring someone who wasn’t a fit.
3. Get Advice and Assistance.When it’s evident that the new hire isn’t going to work out, don’t think you have to go it alone. Work with HR or your company attorney to ensure you’ve been fair and followed your company’s policies and applicable law. The reality is that most people at least attempt to put their best feet forward in the first months on the job. If someone is a jerk or a poor performer within the first 6 months, that is a red flag. Things are not likely to improve. Hiring people is time-consuming, and it’s frustrating when your selection doesn’t work out. Admit the mistake and take appropriate action, so you can find a better fit sooner rather than later. WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with corporate leaders who want to enhance their leadership abilities to drive bottom-line results. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com.
Do you feel misunderstood by your direct reports or colleagues? Do they think you’re an ogre when you’re really fun and fair? Or maybe they think you’re a pushover when you’re really purposeful and committed. There might be a disconnect between what you intend and how you’re coming across. Here are four ways avoid misunderstandings by closing any gap between your intentions and your actual impact on others.Get clear about what you want to happen. Conventional wisdom says that we are on auto-pilot about 95% of the time. Which means we are consciously thinking about or aware of what we are doing very little during the day.
- Get clear. Know what you want to accomplish before you go into a meeting, have a conversation with a co-worker, or work on a project. Ask yourself what you want to get out your time spent.
- State your intentions. Based on the outcome you want to create, state your intentions out loud, especially when interacting with others. By doing so when going into a meeting or conversation, you are not leaving to chance how the other person will interpret what you say or do.
- Ask for the other person’s perspective first. As a leader, when you speak, your words carry weight, and that weight often shuts down others who are further down the food chain. Additionally, listening first will give you a chance to tune in to the other’s perspective.
- Seek to reconcile different perspectives. With a clearly stated intention and after sharing perspectives, you will have a better understanding of how the different perspectives overlap or don’t. Revisit your intention again, and ask for how you can move forward by using what most important from each perspective.
How do you react when you think your direct reports are making you look bad? Do you focus on yourself and scurry to salvage your reputation? Or do you focus on your team and take the opportunity to improve your team’s skills and processes? You’ve spent the better part of your career making sure you were performing, achieving, and getting noticed for what you could produce. Now as a leader, things shift. Instead of you being in the spotlight, the focus is better placed on your direct reports and what their capabilities are. In a weird way, you are in the background, shining the spotlight on your team. It’s time to rethink what it takes to become an effective and admired leader. To make the shift, here are five powerful pivots you must make to move from being one of the rank and file to standing out as an effective leader.
1. Decrease Focus on Task Work.Have you ever received a request for something that someone on your team should really do? Did you take it upon yourself to do it “because it was easier” for you to do it rather than delegate it? Wrong. Chances are those types of things are not the best use of your time. Sure. You have task work associated with your position, like drafting various documents, for example. But avoid doing the task work that is meant for your direct reports. (See more about Building Capacity below.)
2. Increase Focus on Fostering Relationships.You’ve heard the phrase, “It’s not WHAT you know, but WHO you know.” To a large extent, that’s true for any leader. Now that you’re in a leadership position, your power comes from harnessing the efforts of other people, which requires persuading, influencing, and collaborating with people who are inside and outside your company. And even though you have authority over your direct reports, you will be more effective if you foster better relationships with them. Pivot away from simply barking marching orders and, instead, seek to coach and influence them.
3. Give Credit; Take Blame.When you were an individual contributor, you learned to call attention to your capabilities to prove you were a good employee. However, to be seen as an effective leader, eyes are on how well your team does. Pivot away from focusing on yourself and instead highlight the standout contributions of people on your team. Also, pivot away from blaming others for any gaffs and accept responsibility for things that go wrong instead.
4. Listen More.Along with the idea of focusing on maximizing and highlighting your team, pivot away from freely asserting your opinion first and often. Instead, hang back and listen more to others’ perspectives. Listening more gives you deeper insight into what is going other with other people.
5. Ask More Questions.When you listen more, you have the opportunity to ask more questions. Asking questions enables you to help your direct reports articulate their thoughts (without you telling them what to think), which will give them confidence and teach them how to think through issues. When you make these powerful leadership pivots, you will demonstrate the hallmark of solid leadership: building the capacity of those around you. WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with corporate leaders who want to enhance their leadership abilities to drive bottom-line results. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com
You encounter leadership problems or challenges all the time. Did you ever notice that they end up being the exact circumstances you need in order to evolve as a person and a leader? You may have issues with people who don’t respond to you as you’d like. You might experience frustrations with initiatives that don’t go as planned. Whenever there is a “rub” that bothers you, it often shows you something about yourself now and who you can become. It is as though these leadership challenges are put in your path as part of your fate.
Fate: Past and PresentIn Ancient Greece, the well-known mythology of the Three Fates explained why life unfolded as it did. Lachesis was the Fate who drew the lots, giving each person certain characteristics and conditions along with a plot line for their life. Clotho spun the thread of each person’s life into the larger tapestry of time, giving each human a “twist of fate”. And Atropos decided how each human life would end and presided at the finish to cut the thread of life. Today, we often use the terms “fate” and “destiny” interchangeably, but these terms can be thought of as two different things. According to mythologist and storyteller, Michael Meade, “fate” is all of the limitations and challenges we encounter throughout our lives (conditions along the path); while “destiny” is our purpose or the ultimate contribution we make to the world (the destination).
Using Your Fate to Achieve Your DestinyThis distinction is key. Reflecting on your fate allows you to examine your past experience (your fate thus far) to maximize the impact you can have now while increasing your potential for achieving your destiny or potential. So, if you find yourself repeatedly encountering the same frustrating situations, you could think of the irritation as your “fate” poking you to take a look at things more closely. Maybe there are characteristics you could change or evolve further. Maybe there are new ways of thinking that could emerge from those particular circumstances. Often in leadership, we are asked to reflect by looking inward to question our approach, to throw off old patterns, and to step into new learning that will better serve us and those around us. When reflecting on your “fate” to date, look back on your experiences thus far and take notice of the following:
- People who were hugely influential to you;
- People who showed up randomly or “out of the blue” to provide guidance or assistance;
- Odd or surprising twists that put you in certain places or positions;
- Odd events that might not even make sense yet;
- Themes that keep coming up (whether or not you’ve figured out what to do with them yet); and
- Situations that, at the time, seemed negative, but that turned out best in the long run.