4 Leadership Focal Points to Guide the Way

focus, clarityI haven’t met a leader yet whose day is not full of information, fast-paced action and distractions.  At any given moment, you are bombarded with input from multiple directions. To appear “in control” and competent, you feel you have no other choice than to react to the situation demanding you immediate attention.  Now!  Yet, when you reflect on your day, you don’t seem to have gotten anything done.   You are exhausted.  How can this be?

The problem is failing to focus on what’s important.

Here are four tips for keeping your leadership eyes focused in the right direction:

1. Focus on making a difference with your employees.

Employees admire leaders who have a positive impact on others.  It shows that you understand that you are not the center of the universe and that you are here to serve others.  So, maximize the impact of you have on others by shedding your Superman cape.  Instead of you taking responsibility to react and solve the problem or provide an answer, coach those around you to think through possible answers or responses to the issue.  It not only shows your employees that you care enough to take the time to include them in the solution, but it builds capacity in those around you and relieves you of shouldering all responsibility.

2. Focus on being credible.

According to Kouzes and Posner, the one characteristic employees look for in their leaders is credibility.  You don’t have to be perfect, but to build and keep credibility, you must demonstrate competence, meaning you can cogently converse about what’s going on in your organization and industry and deliver on what you say.  You must be forward-looking to help your organization adapt to changing market conditions.  You must be transparent and honest, so others will believe what you say over time. Finally, you must be inspiring, meaning that you can communicate to others how they are part of something bigger than themselves and can achieve great things.

3. Focus on a common vision.

Crafting a vision for your organization takes work.  The REAL work starts when you start making that vision a reality. Communicating the vision in ways others can relate to and support takes constant effort and stewardship.  Keeping the vision in focus for others is a daily task that leaders must do.  You must “walk the talk” and live the vision by being an example and use that vision to constantly frame the work done in your organization — everything from how a receptionist greets visitors to the principles used to make big decisions about products and services.

4. Focus on learning.

Be open to looking at things in new ways.  Be curious as you approach new technologies or even problems. Ask questions.  Always seek to improve yourself by getting feedback on how you’re doing.  And view the workplace as one, big scrimmage field where people can take chances, practice and fail, and learn from their mistakes.

So, at the end of the day, ask yourself:
• Did I make a positive difference with at least one employee today?
• Was I credible?
• Did I further our mission and vision?
• Did I learn something new today?

anger; confrontation

Are You Leading or Bullying?

“I feel like you’re intimidating and bullying me.”  These are the words of a female employee during a meeting with her male supervisor, who intended to set expectations with her. The supervisor was taken aback and started to question his behavior.

With stories of bullying of children frequently in the news, it makes us stop and think.  So, how do you know whether you are leading or bullying?

Keep in mind that a few employees will attempt to deflect attention away from themselves, especially when a work issue is being addressed.  One thing they may say, whether they really believe it or not, is that you are bullying” them.  It’s as though some believe that no one – not even their supervisor – has a right to set or clarify expectations for them at work.

Also, some employees may use the word “intimidation” when describing what it felt like when they were called into the boss’s office to discuss a performance issue.  Well, sure, it can be intimidating, especially for those who know deep down they’ve failed in their work commitment.  But that doesn’t mean the boss was purposefully intimidating and is a bully. But it does get at the fact that the use and misuse of power and authority is at the heart of bullying when the boss is involved.

Distinguishing  Bullying Behavior

According to the Workplace Bullying Institute, bullying is a “laser-focused”, “systematic campaign of interpersonal destruction” that has nothing to do with work itself and that negatively impacts the employee’s health, career and job.  A bullying campaign targets an employee for no good work reason. Such a campaign can cause the employee, who otherwise does acceptable work, to feel hopeless about the situation. Those targeted by bullying tend to be good workers, who are “independent” and not easily “subservient”.  G. Namie, The Challenge of Workplace Bullying, Employment Relations Today, 2007, 34(2), pp.43-51.

To help clarify, these are examples of when your behavior could be that of a “bully” instead of  that of a “leader/supervisor”:

Bully
Leader/Supervisor
During a performance review, the supervisor is intentionally biased or gives inaccurate feedback because he doesn’t like the employee even though the employee is a good performer.
During a performance review, the supervisor shares honest, substantiated feedback with the employee, whether or not he likes the employee as a person.
The supervisor deliberately excludes an employee from workplace meetings and activities for no good reason or for a concocted reason while other employees on the same team or in the same job classification attend.
The supervisor includes an employee in workplace meetings and activities that other employees on the same team or in the same job classification attend, even if the employee is not the best performer.
The supervisor instigates, encourages, or fails to stop others from spreading malicious gossip, jokes or rumors about an employee.
The supervisor refrains from joking about, gossiping or spreading rumors about any employees and addresses such passive aggressive behavior with other employees. Instead, the supervisor addresses any problematic conduct or performance with an employee directly and privately, giving them an opportunity to give their version of the situation.
The supervisor pesters, spies, or stalks the employee with no business reason for doing so.
The supervisor monitors all employees’ whereabouts and productivity if there is a business reason for doing so, and documents and addresses any issues of attendance or productivity privately with an employee, giving them an opportunity to give their version of the situation.
The supervisor criticizes or belittles the employee persistently or allows others to do so without saying anything.
The supervisor speaks privately with the employee if there are documented conduct or performance issues, getting the employee’s explanation during the conversation.
The supervisor metes out undeserved or unwarranted punishment to an employee.
The supervisor addresses only work related issues, gathering all relevant information regarding a situation, including the employee’s version of events, before deciding whether or not to discipline an employee for workplace misconduct.
The supervisor consistently gives a good performer assignments that are beneath his position to create a feeling of uselessness.
The supervisor holds all employees accountable to job performance standards and documents/addresses sub-standard performance with interventions such as re-training, job shadowing, etc.

The manner in which the supervisor interacts with an employee in any situation can increase or decrease the employee’s perception of being bullied, even if the supervisor’s behavior is not out of line. So, as a leader and supervisor, know when it’s appropriate to address a workplace situation with employees and do it professionally and respectfully.