Tag Archives: Leadership

Leadership, Trust

The Ultimate Determinate of Trust: Are They Friend or Foe?

2 Comments

file00090469702“I can trust my friends; these people force me to examine myself and encourage me to grow.” —Cher

 By Elizabeth Stincelli, DM

 

Trust is the foundation of all relationships and of good leadership. This applies to both our personal and professional lives. Whether you are a leader or a follower; a client or a supplier; a neighbor; or an acquaintance, on an unconscious level you are continually trying to determine whether another individual is a friend or a foe. When we trust, we feel that it is reasonable to expect kindness and concern from others and that they will look out for our best interest. When we distrust, we expect that they will act with cruel intentions and in their own best interest. When we trust, we feel safe. When we distrust, we feel the need to protect ourselves. So, what it the ultimate determination of trust? One simple question: are they friend or foe?

Inclusion or exclusion

It’s human nature to fear being excluded. We have succeeded as a civilization by banding together. In the times of our ancient ancestors, individuals who were shunned and left on their own would have been unable to thrive. Things have not changed as much as we sometimes think they have. We still rely on teaming together with other individuals with a common purpose. With friends, we always have a sense of inclusion and working together toward shared goals. With a foe, we often feel we are being excluded and left on our own. When we feel included, we start developing trust.

Safe or fearful

We all want to feel safe. Immediately upon meeting someone we unconsciously start to make judgments about if we feel safe, or if we feel threatened. Friends make us feel safe. We know we can be ourselves; we can share our thoughts and ideas. Foes make us feel fearful. We feel the need to protect ourselves; we keep our thoughts and ideas to ourselves out of fear of judgment and ridicule. When we feel safe, we start to trust.

Honest or deceitful

Friends are transparent. They are open and honest. You know what to expect from a friend and are never blindsided by dishonest motives. Friends share your goals and vision of success and the future. Friends handle disagreements fairly. Foes are deceitful. They twist the facts to meet the needs of their own agenda; an agenda that is self-serving. They are manipulative and resort to trickery and bullying when conflict arises. When others are honest, we feel we can trust them.

Authentic or fake

Friends are authentic. The friend you got yesterday is the same friend you get today and, the same friend you will get tomorrow. Friends respect you, they are always there for you, they are good listeners, and genuinely care about your well-being. You can count on friends to do what they say they are going to do. With a foe, you never know what to expect; they are fake and disrespectful. You can’t count on them, they listen only to respond, and they are only concerned with how they can benefit from the situation. When people are authentic, we feel good about trusting them.

Friend or Foe?

Are we included or excluded? Do we feel safe or fearful? Are they honest or deceitful? Are they authentic or fake? Subconsciously we are always evaluating the behaviors of others to determine if they are friend or foe. If the answer is friend, we trust. If the answer is foe, we distrust. In turn, others are looking at our behavior to signal whether we are friend or foe. Learn to embrace the behaviors and develop the friendships that allow for trusting personal and professional relationships.

 

© 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.

Change, Fear, Leadership

Overcoming the Fear of Change in the Workplace

6 Comments

file9861310649818“Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better.” —Sydney J. Harris

 

By Elizabeth Stincelli, DM

 

I love the above quote from Sydney Harris; what an oxymoron, we want things to get better but we don’t want anything to change. This applies in both our personal lives and in the workplace. As leaders, our fear of change is compounded in the workplace. We have learned to control people and things the way they are but, what will happen if things change? Will we lose control? Or, might we get left behind? Does the need to change mean we were wrong in the first place? How will change impact our progress? So, how can we overcome the fear of change in the workplace?

This is the way we’ve always done it

We have to start with doing away with the mindset that “this is the way we’ve always done it, so this is the way we’re going to do it.” There is no guarantee that what has worked for us in the past will continue to work for us in the future. In fact, quite the opposite is true. If we don’t challenge the status quo we will not be prepared to meet the demands we will encounter in the future. You must develop the courage to reexamine the situation and reevaluate your thinking. Are your decisions influenced by your biases? How can you be prepared to confront the unexpected and seize new opportunities if you do not encourage and embrace the change and innovation necessary to stay ahead of the pack?

You fear the unknown

Change forces you to step out of your comfort zone; it exposes you to a new world and new experiences. We fear that change is unpredictable and the thought of the unknown can be terrifying. While facing the unknown requires taking on a certain amount of risk, it is also a great way to build confidence and open yourself up to a whole new perspective and a world of new opportunities. To overcome the fear of change in the workplace, learn to embrace the opportunities that await you on the other side of uncertainty.

You think you know everything

When you think you know everything you are going to fear change. Effective change requires the participation of employees throughout your organization. And guess what, you are going to find that some of them know things that you don’t. No one knows everything, not even you. That’s where shared responsibility and cooperation comes into play. Successful organizations capitalize on the individual strengths and knowledge of their employees. To overcome the fear of change in the workplace, learn to accept the fact that you do not, nor should you, know everything.

You don’t trust your employees

In order to overcome the fear of change in the workplace, you must hire the right people, give them the training they need, and then let them do their jobs. When you don’t trust your employees, you will fear change. You will question their ability to make the decisions and take the actions necessary to implement change effectively without disrupting business operations. Encourage an attitude of teamwork and set the example by developing trusting relationships with your employees.

You will lose control

As a leader, your biggest fear is that you will lose control. This fear is magnified whenever change is involved. This fear rolls the fear of the unknown, thinking that you know everything, and lack of trust in your employees into a demon that will kill any effort at change, innovation, and progress. If you fear the loss of control you probably have a micromanagement problem. Employees need to feel competent and in control of their own work. Micromanagement and excessive control undermines relationships, trust, engagement, performance, and loyalty. To overcome the fear of change in the workplace, focus on helping your teams work well together and make sure employees are engaged and feel valued instead of fearing that you will lose control.

Overcome the Fear of Change

Things cannot get better yet remain the same. Change is a necessity; we must change or we become obsolete. As a leader, you must learn to be comfortable questioning the status quo. Then, you must embrace the change that is required to achieve success today, tomorrow, and into the future.

 

© 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.

 

Culture, Leadership

Four Ways You are Making Your Employees Feel Small

2 Comments

IMG_1205“Good leaders make people feel that they’re at the very heart of things, not at the periphery.” —Warren Bennis

 By Elizabeth Stincelli, DM

 

Without even realizing it, you may be making your employees feel small. Too many leaders let their ego, pride, and hidden agendas get in the way of doing what is best for the employees they are supposed to be serving. You can’t succeed alone and making employees feel small is one of the quickest ways to disengage and disenfranchise the very people who have the skills and abilities you need. Learn to recognize these four leadership behaviors that make your employees feel small.

Your ego is front and center

Your attitude, as a leader, has a huge impact on your employees. When your ego is front and center, your attitude will belittle employees making them feel small. Your ego screams that you identify yourself with power and superiority. It separates you from your employees rather than building community and cohesion.

You micromanage

Nothing appears to demonstrate a lack of trust more than micromanagement. When employees do not feel you have confidence in their abilities to do their jobs, it makes them feel small. But, if you are micromanaging, chances are it says more about you than it does about your employee’s abilities. One of the most important tasks of a leader is to make sure teams work well together and that employees feel engaged and valued. People need to feel competent and in control of their own work. Micromanagement undermines relationships, trust, engagement, performance, and loyalty.

You focus on their shortcomings

It’s important to employees that their work is significant and that they are making a meaningful contribution. When you focus on the shortcomings of your employees you make them feel that their contributions are not of value and this, in turn, makes them feel small. While it is not beneficial to overlook subpar performance, employees must see that you take as much notice of good performance as you do poor. As a leader, it is your responsibility to help employees overcome their shortcomings, not to continually rub their faces in them.

You have hidden agendas

When employees get the feeling that you are less than transparent and are operating based on hidden agendas, it tells them that you do not trust them enough to include them in the true agenda. This builds a culture of distrust that makes employees feel small. Hidden agendas make employees feel vulnerable and prevent the team from being able to work together toward shared goals. Your agenda should always be a shared agenda; hidden agendas never achieve positive results.

Start Making Employees Feel Valued

If you are ever going to succeed as a leader, you must stop making your employees feel small and start making them feel valued. Keep your ego out of it. Your employees need to see that your leadership is about them, not you. Stop micromanaging. Give you employees the training and support that they need and then let them do their jobs. Stop focusing on their shortcomings. Make sure that you acknowledge their strengths and help them to overcome their weaknesses. And, get rid of the hidden agendas. Develop a shared agenda where every employee is working toward the same goals. Your employees will perform to the level that your behavior tells them they should work at; stop making them feel small!

 

© 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, Obstacles, Opportunity

Turn Obstacles into Opportunities

helping hand 2If you’re trying to achieve, there will be roadblocks. I’ve had them; everybody has had them. But obstacles don’t have to stop you. If you run into a wall, don’t turn around and give up. Figure out how to climb it, go through it, or work around it.” —Michael Jordan

 

By Elizabeth Stincelli, DM

 

It is so easy to become overwhelmed when we run into obstacles. How easy is it to just give up? To walk away? As Michael Jordan points out in the quote above, obstacles are inevitable. You can choose to overcome the obstacles you encounter or succumb to the fear and frustration that causes you to give up; it’s all in your attitude. Instead of seeing obstacles as roadblocks, start seeing them as opportunities. So, what opportunities do obstacles offer?

Opportunity to reevaluate

Obstacles give us the opportunity to reevaluate. Do we have a good grasp of the big picture? Did we have a solid plan? Did we stick to the plan? Is it time to look for a contingency plan that yields the same results? Have we done our due diligence? This is a great opportunity to look five steps ahead. Can you see the other side of this obstacle?

Opportunity to collaborate

Obstacles are a great opportunity to wake up and realize that we can’t do it all by ourselves. Where are we weak? Can we collaborate with someone who is strong in this area? Where will our energy and focus be most beneficial? Who can fill in the gaps? Who can we learn from? Who can motivate and inspire us?

Opportunity to gain confidence

What better way to gain confidence than to overcome an obstacle. Every time we conquer a challenge, we gain more confidence in our ability to overcome anything that is thrown our way. It changes our self-talk from “I can’t” to “I’ve done it before and I can do it again”.

Opportunity to grow

And last, but definitely not least, obstacles provide us with the opportunity to grow. We don’t grow when things are easy; we grow when things are tough. Obstacles help us to see where we need to improve our knowledge and skills; they challenge us and help us to stretch and to grow.

Start Seeing Obstacles as Opportunities

You will encounter obstacles; things will get difficult. Don’t let obstacles derail you. Use them as opportunities to reevaluate the situation, your plan, and the big picture. Use them as opportunities to find ways to collaborate and benefit from the strengths of others. And, use obstacles as opportunities to stretch beyond your comfort zone and to grow.

 

 

© 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 Reasons You Should Make Time for Your Employees

1 Comment

DSC03551-BW“No matter how busy you are, you must take time to make the other person feel important.” —Mary Kay Ash

 

By Elizabeth Stincelli, DM

 

I know you’re busy. We’re all busy. But, we also all need to feel important. One of the best ways to make you leadership matter is to make your employees feel important. How do you do this? Simply make time for them. When you make time for your employees you benefit, they benefit, and the organization as a whole benefits. Here are for reasons you should make time for your employees.

It builds relationships

When you take time out of your busy schedule for employees it shows that they are important and that you care. When they know you care, you will gain their trust, respect, and support. These are the building blocks for the development of strong relationships. And, it is through relationships that your will have the greatest impact as a leader.

They become more engaged

When you make time for your employees you get a better understanding for who they are, what they do, what they want, and what they bring to the table. Your interest in them makes them feel important and when they know they are important they become more engaged in their work. Engaged employees tackle challenges head on, they want to learn new skills, and they become invested in giving 100% to their tasks.

They feel valued

Your time is one of the most valuable gifts you have to offer. When you make time for your employees they feel appreciated and valued. When employees feel valued they become loyal advocates for you as a leader and for the organization.

It keeps you in the loop

You will find no better opportunity for open communication than when you are spending time, face-to-face, with your employees. You get a better sense of who they are and they get a sense of who you are. You might just be amazed at how out of the loop you have really been once employees start opening up you. They will keep you in the loop because they see you care about them and are willing to invest your time in them.

Make Time

As a leader, you need to make time for your employees. It builds relationships, leads to more engaged employees, lets them know they are valued, and opens up the communication that keeps you in the loop. When leaders share their precious time with employees, everyone benefits. Don’t you think it’s time you make time?

 

 

© 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

How Hidden Agendas Impact Organizational Success

ageandas2“In reality, there are very few villains who view themselves as villains. They just have a certain agenda at a certain time.” —Michael Jai White

 

 

Hidden agendas make it impossible to unite your team and achieve shared success. They destroy trust and eliminate any hope for transparency. When hidden agendas are in play in your organization, your team is divided and it is every man for himself. When leaders and employees have their own agenda, they are looking out for their own best interest and not the interest of the whole.

Hidden agendas reveal motives

When you, as a leader, have a hidden agenda employees will begin to perceive you as devious. They will start to question your motives, words, and actions. Soon you lose their trust. Without trust, you lose your ability to influence others.

Hidden agendas are self-serving

When employees operate based on hidden agendas, they are working toward their own goals and what will benefit them the most. In order for an organization to be successful, every participant must be working toward the same goal.

Hidden agendas jeopardize morale

Hidden agendas are perhaps the single greatest morale buster within your organization. They conceal true motives and are in many ways deceiving. Once exposed it can leave your team feeling demoralized and betrayed. When morale has been compromised your effectiveness will suffer.

Hidden agendas endanger your company’s future

We can’t state it emphatically enough – hidden agendas on many fronts are a threat that reaches beyond the scope of your internal structure. Unfortunately, identifying hidden agendas can be difficult. Addressing them in time can be a real challenge for you as a leader. Here are a few questions that can help shed some light on hidden agendas and help you as a leader before it is too late.

Are we driven by our values or by our profits?

When you and your people are driven by values rather than by profits then hidden agendas become less important. When the driving force behind your organization is to put people over profits, honesty above cutting corners, and integrity over deception then the profits will follow.

Does our communication foster accountability and growth?

Open communication is the life-blood of a sound organizational structure. But it must go beyond that by holding people accountable for what they say and do. When the lines of communication are flowing and everyone’s voice is being heard then hidden agendas are more readily identified and confronted.

Are we building strong relationships within our teams?

We accomplish nothing alone. We need the collaboration and participation of every member of the team. In order to be successful, we must build strong relationships within our teams. And, relationships are based on trust; there can be no trust when hidden agendas are in play.

Are we working toward shared goals?

If we are not working together toward shared goals, each member of your team will be working toward their own goals. This is where hidden agendas take form. Each team member focuses their energies on doing and getting whatever they need to be successful regardless of how it will affect the success of the team as a whole.

None of us set out to intentionally undermine the success of our organization but, this is exactly what happens when hidden agendas are at work. Our motives become questionable. Our actions become self-serving. We jeopardize morale. And, we end up endangering the future of our company.

Our objective here is to not only raise awareness to the pitfalls of hidden agendas but to show a better way. The strength of your organization is found in its people working together toward shared goals and values. When hidden agendas are put to rest then the team can move forward together.

 

© 2016 Doug Dickerson and Elizabeth Stincelli

 

Doug Dickerson is an internationally recognized leadership author, columnist, radio host, and speaker. He is a contributor for the Las Vegas Tribune, Executive Secretary Magazine, and the Daniel Island News (South Carolina) just to name a few. Doug and his family live just outside beautiful Charleston, SC. In addition to writing and speaking, Doug enjoys all sports, cooking on the grill, and time at Folly Beach, (SC). Email Doug at: managementmoment@gmail.com.

Follow Doug on Twitter, catch his  podcast – Doug Dickerson Podcast , follow him on Instagram, The Management Moment Show Program Page and Dougdickerson.wordpress.com.

 

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.

 

 

Failing, Fear, Leadership, Myths

Four Myths that Cause Us to Fear Failure

3 Comments

file0002062790027“It is impossible to live without failing at something, unless you live so cautiously that you might as well not have lived at all, in which case you have failed by default.” —J. K. Rowling

  

By Elizabeth Stincelli, DM

 

It’s part of life, part of business, part of any challenging endeavor that we undertake. We’ve all experienced it, we’ve all survived it, yet we all fear it: failure. Why does the mere thought of it undermine the self-esteem of even the most confident among us? We fear failure because we believe the lies we tell ourselves. Here are four myths that cause us all to fear failing:

We will be less than

We often fear that if we fail we will be seen as less than perfect. Well, here’s the cold hard truth, none of us are perfect and we never will be. Just because we aren’t perfect, doesn’t make us any less valuable, less capable, or less worthy.

We won’t make any progress

We often think that if we are failing, we aren’t making any progress. The fact is, quite the opposite is true. There is more to learn from failure than there is from any amount of success. As long as we are learning, we are making progress.

It will define us

We often fear that failing makes us a failure. We are not defined by our failures; it’s what we do with them that really matters. Failure is an event; it does not speak to who you are, what your values are, or what you are capable of accomplishing.

We won’t recover

We’ve failed before and we‘ll fail again. We recovered last time, we’ll recover this time, and I’m willing to bet that we’ll recover next time. Not to say that recovery isn’t a long hard road, but the lessons are in the journey. And the truth is, the more we fail, the better equipped we become to deal with and recover from our next failure.

Start Failing

The truth is you’re going to fail. You will fail, the person next to you will fail, and the person above you will fail. Failing is an inevitable part of life. But, it is in failing that we find the opportunity to learn, to grow, and to gain confidence. It doesn’t make you less than. It will not hinder your progress. It does not define you. And, despite how you may feel at the time, you will recover. It’s time to stop believing the myths and start failing.

 

© 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.

 

Culture, Leadership, Leadership Behaviors, Partnerships, Success, Trust

Are You Creating Supportive Partnerships with Your Employees?

DSC04777“It is probably not love that makes the world go around, but rather those mutually supportive alliances through which partners recognize their dependence on each other for the achievement of shared and private goals.” —Fred Allen

 

By Elizabeth Stincelli, DM

 

We can accomplish nothing notable alone. We need, as Fred Allen states in the quote above, to form mutually supportive partnerships. This applies both to our personal and our professional lives. In your organization, as the leader, these partnerships must start with you. You must create an environment where support can thrive. You must show your team that you have trust in their abilities and encourage them to develop trust in each other. You must build strong relationships inspire relationship building in others. You must focus on being of service and teaching others to also be of service.

Culture matters

In order to create supportive partnerships, you must establish a firm foundation that is embedded in the very culture of the organization. This culture must encourage and nourish mutually support partnerships at every level of the organization. Employees must know that they are part of a larger vision, that they matter, and that supporting each other is the secret to success.

Trust your team

Trust is a necessary component of supportive partnerships. One of the best ways you can show your support is to make sure everyone knows that you trust your team. When employees see that you have trust in team members, it gives them confidence in each other and allows them to learn to trust both you and their colleagues.

Build relationships

You can only create supportive partnerships if you truly know those who you should be supporting. You must build relationships with your employees on both a personal and a professional level. In turn, they must understand the importance and benefits of building strong relationships with each other.

Be of service

In order to create supportive partnerships, as a leader, you must set the example for your employees of the importance of being of service. You must provide for the needs of employees and serve as a coach, mentor, and cheerleader. Make sure they have access to the resources that they need. And, provide them with ample opportunity to be of service to others in the organization.

Nurture Supportive Partnerships

We are dependent on others for our individual success and the success of the whole. As the leader, you set the example. Entrench supportive partnerships into the culture of your organization. Develop a web of trust throughout your organization. Encourage the building of strong relationships. Be of service and offer opportunities for employees to serve others. When you, as a leader, nurture the creation of supportive partnerships within your organization you set everyone up for success.

 

 

© 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 Things Employees Need Most from Leaders

2 Comments

Client“Research indicates that employees have three prime needs: Interesting work, recognition for doing a good job, and being let in on things that are going on in the company.” —Zig Ziglar

  

By Elizabeth Stincelli, DM

 

What do your employees need most from the leaders in your organization? In the above quote, Zig Ziglar shares three employee needs based on research results. While I definitely agree with these needs, based on my experience I would like to suggest there are four additional things that employees need from leaders. If you take a moment to put yourself in their shoes, you realize that your employees have the same needs that you have. These are actually the same needs that people have no matter who they are, what their occupation is, or where they reside. They want to know that they make a difference, that someone cares, and that they belong. So, what four things do employees need most from leaders?

To be valued

First of all, employees need to know that their leaders value them. I’m not talking about just valuing that the task they have been assigned gets completed. I’m talking about genuinely valuing them as individuals. They each have something unique to offer. Their contributions matter and they need to know that you recognize and appreciate their expertise, their experience, and their potential. Learn to truly value every employee on an individual level.

To be respected

As a leader, you want to be respected. Well, your employees also have a need to be treated with respect. They don’t want to feel taken advantage of or that they are being taken for granted. Every employee is part of your organization for a reason. No one person’s reason is any more important than another’s. Every employee plays an integral role in accomplishing organizational goals and achieving success as a whole. Treat them with the respect that they need and deserve.

To be trusted

No one likes to feel like they are not trusted to do the job they have been hired to do. When you micromanage your employees you are sending the message that you do not trust their ability or their judgment. Employees will never reach their full potential unless you learn to put your trust in them. Give them the training and access to resources that they need, then step out of the way and trust them to do their jobs.

To be part of a community

People need to feel like they belong. This applies to home, community, and the workplace. Employees need to know that they are part of something bigger than themselves, that they belong to a larger community of individuals working toward the same goals, and that they are making a meaningful contribution. Create a strong community in your organization and then make sure every employee feels that they are an important part of it.

Give Them What They Need

Employees are simply happier, more satisfied, more loyal, and more productive when leaders in the workplace are meeting their needs. Make sure that employees are being valued on an individual basis. Treat every employee with respect. Show them, through your words and actions, that you have trust in their abilities and judgment. And, create an organizational community where every employee has a sense of belonging. Step up your leadership and give your employees what they need.

 

 

© 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.

 

Character, Leadership

What is the Character of Your Organization?

file6751242227651“Character may be manifested in the great moments, but it is made in the small ones.” —Phillips Brooks

 By Elizabeth Stincelli, DM

 

Change is consistent and the ability of your organization to remain successful is dependent on the strength of its character. While the way you lead must continually evolve, this evolution must be built on the solid foundation of strong organizational character. This character determines your focus, keeps both leaders and employees grounded, and provides the loyalty and perseverance necessary for continued success. How can you determine what the character of your organization is? Start by asking yourself these four questions.

Can you see the big picture?

Metrics will never tell the whole story. Can you see the big picture; the picture that extends beyond just the numbers on a screen? Are you putting short-term results ahead of good, solid business practices? Focusing on the short-term can actually be a disadvantage in the long run. Are you able to evaluate the consequences of your decisions on the organization as a whole? Do you fully understand both the short and long term effects of your actions? Can you see how your words and actions, as a leader, impact the character of your organization?

Do you have the right people in the right positions?

Employees do a good job when they are doing it because they want to. No amount of micromanagement can replace a structure where people are put in positions that allow them to use their talents. Are your employees serving in roles where they can inspire and influence others? Are they trusted to act and make decisions without being micromanaged? Are they allowed to use their skills and experience to design how their own tasks get accomplished? Are they encouraged to use their talents to mentor others? The character of your organization can be quickly undermined by the wrong employees in the wrong positions? Are your employees being utilized in the right places?

Do people know what to expect?

One of the greatest gauges of the character of your organization is consistency. Do employees know what to expect from you as a leader? Do customers know what to expect from your employees and your products or services? Do employees know what to expect from colleagues? When everyone involved in the organization feels engaged with the core purpose and values of the company they will act in a way that is consistent with these values. What people expect from each other and your organization speaks loudly as to the character of your organization.

Are you asking the right questions?

No one person knows all the answers. Are you asking the right questions? Are you asking a diverse group of people? Are you questioning your assumptions about what is possible? Are you asking for and then responding appropriately and quickly to feedback? When you start asking the right questions, you start to get a realistic picture of where you are, where you are heading, and where it is possible for you to go. Asking the right questions leads to the diverse, creative thinking that helps develop the character of your organization.

It’s Time to Act

Will the character of your organization remain consistent when you encounter hardships? Is it strong enough to weather continual change? The character of your organization needs to be solid, to be strong, and to be consistent.

It’s time to act; time to start asking the questions and getting a realistic picture of the character of your organization. Can you see the big picture? Do you have the right people in the right positions? Do people know what to expect? Are you asking the right questions?

Make sure the character of your organization sends the right message to everyone involved both internally and externally. Attention to character helps to build a strong foundation for your organization that will withstand the challenges and twist and turns you will encounter in the future.

 

 

© 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.