Tag Archives: Leadership

Inspire, Leadership, Leadership Behaviors, Teach

Go Beyond Leadership: Teach and Inspire

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teach“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” —Antoine de Saint-Exupery

By Elizabeth Stincelli, DM

 

No one wants to work, day in and day out, carrying out meaningless tasks that feed the passion and vision of someone else. People want to feel engaged in work that is meaningful to them, where they know they are adding value. When you focus on the task of leadership, you often alienate your employees. As a leader, you have a unique opportunity to step beyond leadership and become a teacher. When you serve your employees in a teaching role, you inspire and engage them. So, how can you step up your leadership to teach and inspire?

Offer challenge

Talented employees want to be challenged and engaged. They don’t want all the answers and every solution provided for them. They want the opportunity to identify problems, tackle issues, and make decisions related to their work for themselves. When you offer challenges to your employees, not only do you show that you trust them but, you make their work more exciting; when their work is more exciting they become more engaged; and, when they are engaged they are eager to learn new skills and gain new knowledge.

Provide meaning

Employees need to find meaning in their work. They need to know that their contribution is making a difference. This cannot be your meaning; work must be meaningful to employees on an individual basis. They need to see the big picture and understand the important role they play in that big picture. When employees feel that their work is meaningful, motivation switches from external to internal. Meaningful work provides inspiration, and inspiration motivates employees to put more effort into their performance. High performing employees are always looking for ways to develop and to learn which improves themselves, the team, and the organization.

Support growth

Employees want opportunities to grow. When you serve in the role of a teacher you invest your time and resources into helping others become the best they can be. Growth requires exposure to new experiences, continual training, opportunities to use new knowledge and skills, and the leeway to fail and learn from that failure. The more employees grow, the greater their potential for future growth and the greater their contribution to the organization.

Share vision

At the end of the day, successful leaders are the ones who effectively lay out their vision and then get employees to buy into that vision heart and soul. When you serve employees as a teacher and a mentor, you inspire them to make your vision their own. With a shared vision, employees become more dedicated, teams become more committed, and the organization thrives.

Teach and Inspire

Effective leadership goes beyond dictating and directing employees and tasks. It requires stepping beyond the traditional role of the transactional leader to that of a teacher. When you become a teacher and mentor who offers challenge, provides meaning, supports growth, and shares vision you inspire your employees. And, inspired employees will take pride in their work, they will respect the goals of the organization, and they will give 110% in pursuit of those goals.

 

 

© 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.

 

Habits, Leadership, Leadership Behaviors, Leadership Development

Take Your Leadership off Autopilot

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autopilot off“Very often, human beings are living like on autopilot, reacting automatically with what happens. What interests me about the life of an explorer is you are in the unknown; you are out of your habits.” —Bertrand Piccard

By Elizabeth Stincelli, DM

 

Autopilot is about habit. It’s about operating based on habit rather than consciously responding to the situation and circumstances surrounding you. When you are in autopilot mode, it’s like you have blinders on; you miss many signs, symptoms, and opportunities. Autopilot plays a role in every area of our lives. It becomes particularly concerning when it starts to impact the behaviors of leaders. So, how can you take your leadership off autopilot?

Be curious

When you are curious you seek out the new, the unknown, the interesting. To the curious leader, the blinders of autopilot are too restrictive; they are thrown aside and exchanged for a new perspective of curiosity. Curiosity helps keep you from operating out of habit.

Be present

When you are present you pay attention to the details of what is happening here and now. When you pay attention your autopilot is shut down. Being present as a leader keeps your focus on what is happening and this laser focus helps prevent you from unconsciously falling into your ordinary habits.

Be engaged

When you are engaged, you are actively participating. Active participation turns off autopilot. It boosts the energy and excitement in which you approach your leadership. When you are engaged it’s much easier to act purposefully rather than out of habit.

Break the Habit

Step out of your habits and into the unknown. Take off the blinders and start being curious. Become focused and present. Be engaged, becoming an active participant in your leadership. It’s time to break the habit and take your leadership off autopilot.

 

© 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.

 

Leadership, Leadership Behaviors, Leadership Development

Are You Checking in or Checking Out?

checklist 2

 

A leader is the one who knows the way, goes the way, and shows the way. – John Maxwell

 

 

Employee engagement is as vital to your success as a leader as ever. When a Gallup survey reports that only 30 percent of U.S. employees are engaged in their work what do you think that says about leadership engagement?

The question we would like to pose to you is simply this: are you checking in or checking out as a leader in the way you engage your people? Your answer matters because in it reside signals not just to your leadership style but to the health of your organization.

Here are a series of questions we would like to pose to you for your consideration; a check-up if you will as to your engagement levels with your people and the state of your leadership effectiveness.

Do you know your employees on an individual basis?

Like any smart leader in business you make it a priority to know your customer. Knowing your target audience is critical to your bottom line. If it is important to you to know your customer does it not stand to reason that you should know the people serving your customer?

When you don’t take the time to get to know your employees on an individual basis, it clearly shows that you don’t care. How hard will an employee work for a leader who does not care? You will not get anywhere near the productivity or quality you need from employees if you do not show that you care about their well-being.

Check-In Tip: Get to know your employees on an individual basis. How are their families? What are their hobbies? How was their recent vacation?

Do you know what is happening on the ground level?

One of the dangers leaders can find themselves in is being too far removed from the front lines of the operation. We understand that the responsibilities you face as a leader in part take you away from the front lines so it must be a priority for you to return.

There is no way for you to know everything; when you distance yourself from what is happening on the ground level it’s like putting blinders on. What issues might slip by you? What opportunities might you miss?

Check-In Tip: Get out on the floor; make your presence the norm. Be observant and engaged with what is happening on the ground level.

Do you have the right people in the right positions?

Your effectiveness as an organization is realized not when you have a lot of people but when you have the right people in the right place. When people play to their strengths and are passionate about what they do then your organization will excel.

None of your employees want to be just a warm body, and most of your tasks require some form of specialized knowledge or skill. When you give little thought to where employees can make the greatest contribution to the organization, you are crippling your operations and minimizing the importance of individual contributions.

Check-In Tip: Learn where your employees’ strengths lie. Then place them in positions where they will be engaged and challenged while making the greatest contribution to the organization.

Can your employees count on you?

The people in your organization need to know that you are a leader who is reliable and will have their backs. You foster trust and earn respect not merely by your words but in your day-to-day actions that demonstrate your commitment to their success.

If your employees don’t feel they can count on you, we’d be willing to bet that they won’t go out of their way to be there for you either. If you send the message to your employees that it’s every man for himself, be prepared to be left standing on your own.

Check-In Tip: Show your employees that you have their backs; knowing that they can count on you is a key factor in gaining the trust and respect you need to be an effective leader.

So, are you checking in or are you checking out? As a leader, you are setting the example for employees to follow. If you are not connecting with your employees and engaging in operations at the ground level, your employees will follow suit. And, disengaged employees do not reflect well on any leader and do not benefit the organization as a whole.

 

© 2016 Liz Stincelli and Doug Dickerson

 

810_1736Liz Stincelli is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. She holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Liz by visiting her website: www.stincelliadvisors.com

 

dougDoug Dickerson is an internationally recognized leadership speaker, columnist, and author. He is a contributor for The Las Vegas Tribune, Executive Secretary Magazine, Realizing Leadership magazine, and  The Daniel Island News to name a few. Read more at: DougDickerson.WordPress.com

Leadership

Five Characteristics of a Level-Headed Leader

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file000972749236“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.

 

Leadership

Boots on the Ground Leadership

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“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 2nd 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.

 

Leadership

What Impact is Your Bias Having on Your Leadership?

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Xray 300ppi“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.

 

Leadership

Four Tips for Becoming a More Balanced Leader

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IMGP1081“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.

 

Leadership, Teamwork

Tapping into the Collective Energy of Your Team

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Row of electricity pylons (1)“If we all collectively generate good energy, there will be a good outcome.” —Shari Arison

 By Elizabeth Stincelli, DM

 

No one succeeds alone. When teams come together, truly working together, sharing their skills and passion, in pursuit of a shared objective their collective energy creates results far beyond the ability of individuals working separately. As leaders, it is our responsibility to get our ego, pride, and hidden agendas out of the way so that we can build and inspire our team to create good, collective energy. So, once you’ve set aside your behaviors that inhibit collective energy, how can you then tap into this energy in your team?

Feed their passion

We all want to find meaning in our work, to make a valuable contribution to something important. People find energy in their passions, this energy is compounded when you identify and feed the passion of your team. Give them something to believe in; something worth collaborating for, something worth giving their all for and you will tap into the collective energy of your team.

Tap into their experience

Everyone has something unique to offer. People want to be challenged and given the opportunity to use their specific skills and knowledge to meet the demands of those challenges. When you tap into the experience of individual team members while bringing them together in pursuit of a shared goal, you are tapping into the collective energy of your team.

Show them respect

What do your employees desire more than anything else? They want to be valued and respected. When you show respect for your employees, you show them that you have confidence in their abilities, that you value their contributions, and that you trust their judgment. If you want to tap into the collective energy of your teams, you must show them respect on both and individual and a team level.

Share the leadership

A team is not a hierarchical machine; it is a living organism where roles and leadership are in a constant state of flux. An employee with a great attitude might serve best as the leader when the team becomes frustrated. Other employees may lead at different times based on the requirements of the current task. Another employee might have the organization and planning skills necessary to lead the initial planning process. You will tap into the collective energy of your team when you allow leaders to emerge naturally when their strengths meet the immediate needs of the team.

Tap into Your Team’s Collective Energy

As a leader, it is your responsibility to make sure your team is working well together. The most successful leaders tap into the collective energy of their teams and create environments where everyone feels engaged and valued. Each team member is an expert in something; they each serve an important purpose. Feed their passion. Tap into their experience. Show them respect. And, share the leadership. When a team brings their collective energy together and focuses on a shared objective, the results of the team will by far surpass the potential of each individual working alone.

 

© 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.

Leadership, Procrastination

Slaying the Procrastination Demon in Your Organization

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SDRandCo (15)“Procrastination makes easy things hard and hard things harder.” —Mason Cooley

 By Elizabeth Stincelli, DM

 

What Really Lies Behind the Procrastination?

We all catch ourselves doing it: procrastinating. For some, it only rears its ugly head on occasion. For others, it is a daily struggle. Procrastination on a personal level can be difficult. But, on an organizational level procrastination can wreak havoc. As Mason Cooley explains in the above quote, procrastination makes everything more difficult than it needs to be. So, what really lies behind the procrastination in your organization?

Is it fear?

Sometimes people fear undertaking a task, making a decision, or taking an action. This fear can stem from the dread of possible failure, from the thought of reprimand, or from possible judgment from others. Therefore, people often think it’s easier to put off until tomorrow what could be done today. Ironically, that which we fear will still be waiting for us tomorrow, the next day, and the next. When we dread a task, we are usually making it out to be bigger than it really is. As a leader, you must develop trusting relationships with your employees and between team members where people feel safe to take action and make decisions. You must also build a culture where failure is viewed as a learning opportunity instead of an excuse to criticize. Do people in your organization procrastinate because of fear?

Is it distraction?

With technology so readily available; social networks; and entertainment at our fingertips, it is easy to become distracted. Busy work is another distraction that actually tricks people into thinking they are making progress. Even with the best of intentions, tasks that should be done now often get put off until later due simply to distractions. As a leader, you must help employees learn to prioritize the important tasks so that busy work does not end up at the top of the to-do list. It is also important that employees have some down-time in their schedule where they can take a break and allow themselves momentary distraction from the task at hand. Do people in your organization procrastinate because they are tied up with busy work or otherwise distracted?

Is it a lack of direction?

Sometimes people don’t take action because they are not sure where to start or in which direction they should be going. This is further complicated in organizations where employees are often dependent on leaders to provide direction. Is there a real purpose for the delay? Is a situation under reevaluation? Do decisions need to be made before action can be taken? As a leader, it is your duty to ensure that your people have a clear understanding of what they are responsible for accomplishing and what, if any, foreseeable barriers stand in their way. Are people in your organization procrastinating because they lack direction?

Is it a habit?

One of the worst things about procrastination is that it can so easily become a habit. Once procrastination has reached the level of being a habit people no longer need fear, distraction, or lack of direction to keep them from taking action. It is easy to develop the habit of procrastination if we do not intentionally develop the habit of making a plan ahead of time and then sticking to the plan, one step at a time. As a leader, it is your responsibility to help people recognize the habit of procrastination, to help them develop a plan, and then hold them accountable for sticking to the plan. Is procrastination wreaking havoc in your organization simply because it has become a habit?

Slay the Demon

So, how do you slay the procrastination demon in your organization? As a leader, you must help people overcome any fear that may be preventing them from taking action. Teach them to block tasks together, scheduling small chunks of time where they allow for brief periods of distraction before getting back on task without interruption. Clearly communicate direction to your employees, work together to develop a plan that is broken down into milestones, and then hold people accountable for sticking to the plan. Don’t allow important tasks to get buried underneath layers of busy work. Help employees to recognize when procrastination has become a habit. Set clear objectives and timelines to keep employees on task and on target. Educate employees and managers about the symptoms, causes, and consequences of persistent procrastination. Has it become a habit? Get started today and slay the demon.

 

© 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.

 

Leadership

More Important than Knowing When to Lead is Knowing When to Follow

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cityBikeRiders“Whether individuals or organizations, we follow those who lead not because we have to, but because we want to. We follow those who lead not for them, but for ourselves.” —Simon Sinek

By Elizabeth Stincelli, DM

 

Leadership is not a title or position; it’s power, but not power in the sense that we usually think about power. It is the power to inspire others to do more than they ever thought possible in the best interest of the greater good. On the flipside, anyone can become a follower regardless of the position that they hold. So, why would you ever want to follow if you can lead? The most effective leaders understand that they do not know everything, neither are they always the ones with the greatest influence. Being a great leader requires knowing when to lead and when to follow. Here are four questions to ask yourself to determine whether you should be leading or following.

Can you see beyond the status quo?

While followers are often content with the status quo, leaders challenge the status quo. If you have a strange attachment to doing things the way they have always been done, it might be time for you to follow. If you are not open to change, it might be time for you to follow. Do you have blinders on? Are your biases jading your decision making? Is there someone on your team who thinks outside the box, who is creative, and thinks progressively? If you can’t see beyond the status quo, it might be time for you to follow.

Are you focused?

Leaders often have so many things on their plate that it can be difficult to focus on one specific area. Is there a project that needs more attention than you are able to effectively give? Are you able to focus on developing your people? Is there a problem that needs to be resolved? Are there people on your team who can provide the needed attention to critical areas and issues? If you know you are unable to focus where needed, it might be time for you to follow.

Are you motivating others?

There are times when the formal leader lacks the vision and ability to motivate those around them. This does not make you a failure as a leader; it only leads to failure if you neglect to recognize that it might be time to follow. Are you passionate about a project? Are you motivated from within? Is there someone on your team who is really passionate about the project you are working on? Is their passion contagious and can they motivate others? You can’t fake passion and motivation. If you are unable to motive others, it might be time for you to follow.

Are you confident?

We want those we follow to have confidence in themselves so that we can feel confident in them. But, no one person can be an expert in everything or possess every possible skill. Is there someone on your team who is a subject matter expert? Do they know the industry inside and out? Do they possess skills that you don’t? As a leader, it’s okay to put your confidence and trust in someone who is more qualified for a task or assignment than you are. If you are not confident, it might be time for you to follow.

Know When it’s Time to Follow

Regardless of your position, if you cannot see beyond the status quo; if you can’t focus; if you are unable to motivate others; and if you lack confidence, it may be time for you to follow. When you have a team member who would be better at challenging the status quo, someone who can focus on a project, someone who can motivate others, or someone who has the necessary confidence and competence, it’s time for you to follow. Great leader know when to lead, but even more important, they know when to follow.

 

 

© 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.