Set Your Ego Aside to Admit a Bad Hire

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.

How to Avoid Being Misunderstood

misunderstoodDo 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.

By consciously focusing on a clear intention and being open with your perspective, you can create conditions that allow others to “see” you for who you are.

 

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 to maximize the “people side” of business and evolve into the leader they are meant to become. Learn more at: firebrandconsultingllc.com.

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5 Powerful Pivots to Go From the Rank and File to Leader

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

Leadership Development: Using Your Fate as a Clue to Your Destiny

impactYou 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 Present

In 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 Destiny

This 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.

As you look backward, what sense can you make of any of it? What clues does this emerging story provide for where you might go next? What kind of support or new learning would benefit you as you forge ahead?

 

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.

Leadership Development: What’s Your Destiny?

confidence, destinyAs you look at your own leadership development, have you ever had an inkling of where your life might take you? If so, you could say you had an insight to your destiny. It might sound far-fetched to some, but to others, there is an unexplainable “knowing” that helps us make sense of the world and to see where we might be heading in it.

Destiny in Mythology

In the Jewish mythological tradition, the Angel of Conception, Lailah, implanted each tiny soul in its mother’s womb. By the light of a candle, Lailah showed the incubating soul a preview of its unique role in life and what adventures awaited it in the world. Just before birth, Lailah blew out the candle. And as the newborn emerged from the womb, Lailah placed her finger on the baby’s lips. This caused the child to forget everything it learned of its life in the candle-lit womb, sealing the child’s lips shut. Thus, the story goes, your philtrum (the indentation running from the bottom of the nose to the middle of the upper lip) signifies the place where Lailah “shushed” you with her finger, causing you to forget the everything you had seen in utero as you came into the world.

Similarly in modern times, Carl Jung espoused the idea of the “collective unconscious”. This is a universal “soul” that includes inherited, pre-existing, unconscious instincts and archetypes that are shared by all humans. As with the myth about Lailah, Jung taught that we are all born with a forgotten knowing about our lives and the world at large.

The “fun” of all of this is to discover what we will become. After all, achieving your destiny wouldn’t be challenging if you knew exactly what it was. This is true of who you are becoming as a leader, too.

Fate Versus Destiny

Often the terms “fate” and “destiny” are used interchangeably, but you can think of them as two different aspects of your unfolding life. “Fate” defines the context and all of the constraints you operate under during your life. This include your family, your physical appearance and capabilities, the time period in which you live, where you live, the beliefs you acquire, your personality traits, etc. In contrast, “destiny” is the destination of your life. Think of it as your purpose or the ultimate contribution you are capable of making to the world. You have and will continue to experience the twists and turns of your fate along the way. But it remains to be seen whether you will achieve your ultimate destiny.

No matter where your destiny lies, the fateful experiences you have as a leader provide a fertile ground for learning what you need to know to achieve your destiny. The problem is, you must feel your way along, never really certain where everything will end up. As Michael Meade writes in his book, The Genius Myth, “Life must be lived forward but can only be understood by looking backward.” That is, every person, every encounter, every setback, and every success is part of your “becoming”. They point toward your destiny.

This is important because viewing your leadership trajectory in light of your history, helps make sense of who you are becoming as a leader. And knowing this, you can step more fully into the leader you’re meant to become.
Where does your destiny lie? Is your destiny directly related to your career? Or does it lie in another aspect of your life? Is your leadership role simply a twist of fate on the way to something else? Or is it your destiny?

 

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.

Align Your Leadership Spine

leadership alignmentRemember the 55-38-7 communication rule? Even though its specifics have been disputed, there is truth to the idea that the messages you send are muddled when your words don’t match your behaviors. The same confusion can occur between your company’s strategy, initiatives, and daily work. To avoid confusion, align this leadership “spine” by adjusting your intention, attention, and actions. When you do, strategy and initiatives inform daily work and flow together. When you align these leadership activities, you bolster your capacity to lead. Here’s how:

Clarify Your Intentions

Intentions set the course for what you want. Your intentions seem obvious to you, but they aren’t necessarily obvious to everyone else. Without the benefit of knowing exactly what is in YOUR head, others interpret your messages based on what’s in THEIR heads. For example, from your perspective, if you’re hesitant to move forward on something, you might be concerned about identified risks. However, others might interpret your slow decision-making as a lack of know-how or of confidence or interest in moving forward with an initiative.

Your intentions are unclear, when:
1) your decision and resulting action plans are disconnected from your company’s vision, mission, values, and strategy and/or
2) you haven’t communicated your decision and proposed action plan in a way that explicitly ties them to the company’s broader strategy.

To clarify your intentions, create a clear line of connection between company vision, mission, values, and strategic priorities/goals by highlighting the decisions you made and actions taken. Communicate these connection to direct reports and others before you start moving your decisions forward.

Move From Distraction to Focused Attention

With clear intentions, your employees will follow your lead regarding where to put THEIR focus. Thus, you must limit distractions and model an ability to focus your attention on the things that will help your company stay the course.

To determine your level of distraction versus focus, look at how much time and effort you give to people and tasks related to what you say are the company’s most important priorities. The 80/20 rule serves as a general guideline. That is, strive to spend approximately 20% of your weekly working time performing tasks that are appropriate to your role and that relate to your team or company’s important initiatives.

Check yourself by looking back at how you’ve been using your time over the past couple of weeks. If you’ve been distracted from the company’s most important priorities, look at what’s getting in your way (e.g., allowing unnecessary interruptions, unclear work processes for direct reports that create dependency on you, failing to take time to analyze data or to plan next steps, etc.).

Take Deliberate Action

With clear intentions and focused attention on important priorities, you’re ready to “walk the talk” and to take action, appropriate for your role, to move things forward. You could . . .

  • spend time following up with direct reports on progress in their respective roles,
  • communicate with a broader group of employees about what’s happening and how progress is being made,
  • spend time fostering internal and external relationships that will further those initiatives, and/or
  • ensure direct reports develop new competencies that support the initiatives.

The bottom line is to do the tasks and strengthen the relationships that will further the original intention of the strategic and tactical plans.

It seems so simple to make sure your words and actions are reflecting company priorities. Yet, if you don’t consciously maintain that aligned focus each day, you can easily become reactive and find yourself distracted by events that aren’t worth your time and attention. In the end, you will see how powerful it is to align the leadership “vertebrae” of intention, attention, and action.

 

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 to increase employee engagement and retention by aligning strategy and tactics during rapid growth and change. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com.

How to Shift From Emotionally Reactive To Calmly Responsive

calm responseEmotional reactivity indicates a lack of self-control. When you are an emotionally reactive leader, people will follow you – but out of fear rather than out of respect. And they certainly will think twice about showing initiative because they can’t predict if and how you’ll react. Alternatively, if you respond without outburts and negativity, not only will people follow you, they will respect and admire you.

Calm responsiveness shows an ability of your neocortex’s rational executive function to quell the illogical emotionality of the limbic brain. A calm response is less likely to send others into a fearful survival mode. The discipline to calmly choose your response in challenging situations gives you a better chance of displaying emotionally competent leadership as compared to “losing it”.

Taking the time to think through options and to respond consciously is a hallmark of a strong leader and can payoff big. To wean yourself of the habit of reactivity, practice 3 things:

1. Notice and acknowledge when something has triggered a reaction.

You can’t do anything about your reactivity if you don’t know when it’s happening. Often, the best sign that you are being reactive is that you experience a negative emotion – anywhere between mild irritation to an outright meltdown. That unpleasant emotion often expresses itself physically in your body. This can include a contraction in the stomach, a palpitation in the heart, or a flush in the face. When you notice these sensations, take note and acknowledge to yourself that you’re in reactive mode.

2.  Do something different than your usual reaction.

When you notice your reactivity, you can break your usual cycle and choose to do something different. You won’t break your reactive tendencies if you keep allowing yourself to automatically act on the negative emotion by raising your voice, using choice words, or physically acting out. Instead you can choose to rewire your brain to create a more appropriate response.

To do this, slow down. Observe yourself from an outside perspective, like floating above yourself. Then you can try reframing the situation in the best possible light or affirming the good intentions of the other person. You could even interrupt the automatic reaction by excusing yourself and taking a short walk (like to the restroom) to remove yourself from the situation.

The goal is to interrupt your automatic negative reaction. For example, once you notice irritation or anger when stuck in traffic or cut off by another driver, reframe the traffic situation as a lucky thing because it is positioning you precisely where you need to be to avoid a problem. Or you can make up a story about the other driver’s good intentions even though an accident resulted. This way, you’ll be less likely to feed your frustration or pound on the steering wheel.

3. Practice.

Rinse and repeat. Every time you feel the negative emotions coming on, practice catching yourself and choosing a different thought or behavior. The more you practice interrupting your cycle of reactivity, the more likely you are to build new neural networks. When you do that, you will build different capabilities that are more calm and responsive to these triggering situations.

Think about the last time, you reacted negatively in a noticeable way. What did you do or say? If someone behaved that way in front of you, what would you think of that person? Is that the leader you want to be?

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 senior leaders I work with corporate leaders to increase employee engagement and retention by aligning strategy and tactics in times of rapid growth and change. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com.