“Don’t find fault, find a remedy.” —Henry Ford

By Elizabeth Stincelli, DM

 

Employees want to follow a leader who is consistent and level-headed. If your leadership makes your employees feel like they are on a rollercoaster ride, it’s time to level things off. Your role as a leader is to remove obstacles that prevent employees from doing their jobs; then, get out of their way and let them do the job they were hired to do. Here are five characteristics of level-headed leadership.

Consistency

A level-headed leader is first, and foremost, consistent. Their leadership and decision making does not rise and fall with their mood. Their treatment of employees does not change based on position in the organization, the team they work with, or personal opinions. Employees know what to expect from level-headed leaders whether it be on an hourly, daily, weekly, or monthly basis. This consistency helps employees feel comfortable in their positions and builds trust in their leader.

Sees the perspectives of others

A level-headed leader is able to see things from the perspectives of employees, clients, and suppliers. They take a stance of curiosity, taking notice not of their own opinions, but of the thoughts, actions, and motives of others. These leaders explain what needs to be done but then they let their employees determine how it gets done. They are not looking to find fault in others; they use their ability to see situations from different perspectives to help their employees become their own problem solvers.

Seeks solutions

Level-headed leadership is not about finding someone to blame; their sole focus is on finding solutions. They use their power of objective observation to provide constructive input and resources that help employees find remedies to issues they encounter. Level-headed leaders rely on employees working throughout the organization to identify issues and propose solutions. These leaders know that the employees who actually perform the tasks are in the best position to advise leaders on actions that need to be taken.

Recognizes own weaknesses

Level-headed leaders know that they can’t be the best at everything. They recognize where they are weak and where others are strong; they then surround themselves with the right people in the right positions. They delegate tasks that are outside of their own strengths. And, they support their employees in the positions where they are placed in instead of looking for opportunities to criticize and find fault.

Understands the importance of teamwork

Level-headed leaders know that no one succeeds on their own; it takes teamwork. When team members work together in a consistent and inspiring environment, the results they achieve exceed the total results possible from individual contributions. Effective teams work together to solve problems rather than pointing fingers and assigning blame. These leaders set the example and lay the foundation for the development of strong, collaborative teams.

Level-Headed Leadership

A level-headed leader is consistent. They can see things from the perspectives of others. They seek solutions rather than looking to place blame. They recognize their own weaknesses. And, they understand the importance of teamwork. The job of a leader is to provide resources, place employees in the right roles, and remove obstacles to productivity. Then, a level-headed leader gets out of the way and lets employees do their work, their way.

 

 

© 2016 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

 

 

“There comes a time when what is needed is not just rhetoric, but boots on the ground.” —Baldwin Spencer

By Elizabeth Stincelli, DM

 

The Utah Jazz played their last home, regular season basketball game against the Dallas Mavericks this year. It was a must-win game for both teams. A win by the Mavericks would place them in the playoffs; a win by the Jazz would keep their playoff dreams alive. I was lucky enough to be sitting in the 2^nd row behind the Mavericks. I wasn’t lucky because I am such a big basketball fan, I was lucky because I got an unobstructed view of boots-on-the-ground leadership.

When I first took my seat, I looked up and there he was, Mark Cuban, standing right in front of me. After all the articles and books I had read, podcasts and interviews I had listened to on this successful business man, author, “Shark Tank” investor, philanthropist, and Dallas Mavericks owner, here he was, just feet away. I was surprised and impressed. Here was a man worth 3 billion dollars in 2015 according to “Forbes”, a man with countless balls in the air at once, yet, what was Mark Cuban’s priority on that night? There he was, in Salt Lake City, with his team.

What an incredible example of leadership. Not up-in-a-luxury-box leadership looking down on his team; but, boots-on-the-ground leadership sitting right behind his team. Watching Mark Cuban supporting his team, a team he actually owns, inspired me. That is the type of leader we need in our organizations, leaders who do not observe from a distance in their luxury suites but who join their teams, on the floor, right in the thick of things. So, how can you and your team benefit from boots-on-the-ground leadership?

Understand needs

When you are on the floor with your team you see their needs first hand. How do they accomplish their work? Are there resource that would help them do their jobs better? Do they work well as a team? What might help them work together better? Are they satisfied with the work they do? What would make their work more meaningful? This is the kind of information you can only get from spending time on the floor with your employees. I’m sure that Mark Cuban has a much better understanding of the needs of his team because he has spent time on the floor with them.

Be visible

In order to be an effective leader, you must be visible. You can’t lead like the wizard from Oz from behind a curtain; your team must see you, they must know you, and you must know them. Being visible shows employees that you are interested in them as individuals, that you care about what is happening on the floor, and that you don’t place yourself on a pedestal above them. If Mark Cuban being visible on the floor with his team inspired me as an outside observer, I can only imagine what an impact his visibility has on his team.

Understand the differences

Every employee is different, each team operates differently, and every situation is unique. Each team member has something unique to offer, each team has a distinctive approach to achieving goals, and every situation requires an innovative solution. When you spend your time on the floor with your employees you learn to understand these differences. And, it’s only through understanding the differences that you can learn to use them to the team’s advantage. The Mavericks are made up of players with different skill sets, a coaching staff and trainers with differing experience, and each team they play offers a different set of challenges. Only a boots-on-the-ground leader can really learn to understand and utilized these differences to the team’s advantage.

Recognize the strengths

Once you understand the different skill sets and knowledge that your team members possess you can start to see where their individual strengths lie. Then you can determine how can you help them build on their strengths. As a leader, you want the right people in the right positions. Get out on the floor, see who is strong where, and get employees working on tasks where their strengths give them a great advantage. Every player who is a member of the Mavericks team has a strength, something they excel in. By being on the floor, as a leader, you get a better perspective on who is strong where so you can play the right player in the right position.

Build relationships

Last, but certainly not least, boots-on-the-ground leadership builds the strong, trusting relationships that are the foundation of all successful leadership. Everyone has the need to feel safe, to feel that they belong, and to know they are part of something important. Spending time on the floor with your employees builds a sense of community, a community that you are part of. Community builds the trusting, strong relationships that you need if you are going to have the influence of a leader. I can guarantee that Mark Cuban has a much strong relationship with the members of his team because he is on the floor, in the trenches with them rather than watching them from afar.

Show that You are Part of the Team

Mark Cuban said, “The key is having great players. But there are a lot of teams that have All-Stars and haven’t been able to put it together.” The key might be having great players but without great, boots-on-the-ground leadership great players fail to put it together.

The Mavericks ended up beating the Jazz 101-92 that night. What separates great leaders from average ones is not position or rank, it’s all in the attitude of the leader. Boots-on-the-ground leaders show that they are part of the team. They are right there, sitting on the floor behind their team showing support; now that is how you gain powerful influence as a leader.

Get out on the floor; learn what the needs of your employees are. Be visible. Learn to understand the differences. What make each employee unique? Recognize and put the strengths of your employees to use in the positions that they are best suited for. And, build strong relationships with employees that are based on trust. I saw Mark Cuban as a great example of boots-on-the-ground leadership that night in Salt Lake City. Now it’s your turn; get out on the floor and show that you are part of the team!

 

 

© 2016 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

“My point is that perceptual bias can affect nut jobs and scientists alike. If we hold too rigidly to what we think we know, we ignore or avoid evidence of anything that might change our mind.” —Martha Beck

By Elizabeth Stincelli, DM

 

Martha Beck makes a great point in the above quote; this rigid thinking results in the biases that prevent us from considering anything that goes against what we think we already know. As a leader, your biases not only impact you on a personal level, but your employees, your teams, and your organization as a whole. Take a moment and consider what impact your bias might be having on your leadership.

Content with the status quo

When we think we know everything it’s very easy to become content with the status quo. If things should be done differently, we, of course, in our ultimate wisdom would have already made the necessary changes. Becoming content with the status quo can be a death sentence for any organization competing in a quick, innovative market. Never allow your own rigid, biased thinking result in becoming content with the status quo.

Tunnel vision

Your biases can taint your view of current situations and issues; biases often result in tunnel vision. When you have tunnel vision, not only are you unable to see the big picture or events happening outside of your perceptual view, but you might not even see the obstacles standing in your way. Do not allow your biases to cause you to develop tunnel vision.

Sunk cost conundrum

Getting stuck in the sunk cost conundrum can stem from your refusal to admit that something you once stood behind is not working or to give up on a pet project. Once you choose to stand behind something, your biases can prevent you from admitting that you would have made different decisions if you knew then what you know now. Never let your biases suck you further into the sunk cost conundrum.

Fear of losing control

It’s common for leaders to fear losing control. This fear exacerbates the problem of biased thinking. The fear of losing control feeds into our refusal to question the status quo, to develop tunnel vision, and to get stuck in the sunk cost conundrum. Learn that admitting that you were wrong or that you do not have all the answers actually gives you power rather than taking it away. When you are real with your employees, not only do you earn their respect and trust, but you open yourself up to benefiting from their knowledge and experience. Don’t let your biased thinking to cause you to fear losing control.

Stop Impacting Your Leadership

Martha Beck’s quote is worth repeating, “If we hold too rigidly to what we think we know, we ignore or avoid evidence of anything that might change our mind.” As a leader, your effectiveness is dependent on your ability to see and consider evidence that you need to question the status quo, eliminate your tunnel vision, take the sunk cost hit, and stop fearing the loss of control. Stop allowing your biased thinking to impact your leadership.

 

 

© 2016 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

“The quality of a leader is reflected in the standards they set for themselves.” —Ray Kroc

By Elizabeth Stincelli, DM

 

The standards you set for yourself, as a leader, will either result in leadership that is balanced, or leadership that is ineffective and awkward. Employees can quickly see through false motives and inauthentic behavior. Here are four tips for becoming a more balanced leader.

Confidence vs. humility

As a leader, you must find a balance between confidence and humility. Employees need to know they are following a competent leader, one who can stand with confidence in the face of challenges. On the other hand, they will never be inspired by arrogance. Balanced leadership requires you to show humility, that you do not see yourself as better than, or as more worthy than your employees while still being confident.

Trust vs. distrust

As a leader, you must develop mutually trusting relationships. Employees must know you trust their ability to complete tasks in their own way and make decisions. They must also know that they can trust you to look out for their best interests. Distrust, whether perceived or real, on the part of either party corrodes relationships, teams, morale, and the ability to influence. Balanced leadership requires you to manage not only the relationships you build, but also employees’ perceptions of trust.

Curiosity vs. judgment

No one individual knows everything. As a leader, you must learn to be curious. What do your employees know that you don’t? What are you missing when you look at a situation or try to resolve a problem? When you judge you are letting your ego stand in the way of being open to the idea that you might not know everything. Stop assuming you have all the answers and encourage your employees to help you see the world through the lens of their experiences and knowledge. Balanced leadership requires you to have the ability to make judgment calls when necessary but to remain open and curious about what you might not know.

You vs. them

The most important thing for you to remember, as a leader, is that it’s not about you. It’s about the relationships and partnerships you develop with employees, clients, and vendors. These relationships are based, not on you, but on focusing on them as individuals. Brag about your people; make them the heroes of the story. Balanced leadership requires you to recognize the responsibility that falls on you, but to also know that your leadership focus is not about you, but about those you lead and collaborate with.

Balanced Leadership

Balanced leadership requires that you balance much needed confidence with the humility that allows you to inspire others. It’s about developing trust while eliminating even the perception of distrust. It requires embracing curiosity while limiting judgment in situations where employees may have more knowledge than you. And, most of all, it’s about putting the focus on those you lead instead of yourself. Take the time to evaluate your leadership and work on becoming a more balanced leader.

 

 

© 2016 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.