Category Archives: Leadership Traits

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Lazy Leadership

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OLYMPUS DIGITAL CAMERA

Lazy Leaders come in all shapes and sizes. They are typically more on the conflict avoidance side and prefer uncomplicated, simple solutions. Rather than digging into a problem or addressing an issue, they want to get through it as quickly as possible. They do not often build relationships with their staff and do not see the value in anything that takes time.

So why is this harmful? They make rash decisions lazy leaders do not like taking time to think things through. They want a solution now so they can move on to the next thing. Rather than look at all the facts they may chose the path that seems to resolve the problem the quickest even if that solution is not the best in long run.

They are good at delegating. Wait, delegating is a good thing right? Sure, when the person the task is being delegated too has good direction and a leader helping them make good decisions. The lazy leader is likely to delegate just to get it off his/her plate and not have to think about it again.

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The Quintessential Leader

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Quintessential Leader

We are currently on a quest. My wife and I are on a quest to find and to photograph the perfect and the “quintessential Saguaro cactus.”

You know the one that I mean. You see it on every Arizona license plate and every Wile E. Coyote and Roadrunner cartoon. It has the tall central trunk and one arm on each side that bend at a 90 degree angle and point heavenward. One sits only slightly higher than the other an offer perfect and artful symmetrical balance.

We have seen probably 100,000 Saguaro cactuses in the last few days. We have seen big ones, little ones, solitary ones, multi-armed ones, and we have even seen some blooming ones. But we are having a hard time locating that one that we see drawn or painted in nearly every piece of southwestern art. We cannot seem to locate the one that we have pictured in our mind’s eye. The picture perfect Saguaro cactus.

What does this have to do with leadership?

Many of us are looking for the “quintessential leader.” We are looking for the picture perfect leader.  The picture perfect leaders is 39 years old, yet he has 50 years of leadership experience. He is seriously humorous. He is a compassionate tough guy. He is results oriented with a perfect work-life balance. He is perfect.

There is only problem. 

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Leadership Inspiration

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Leadership Inspiration

I set out preparing this article like many in the past looking for inspiration.  I wanted to think about what actually inspires me and what I do to inspire others.  This got me to really consider that word, Inspiration.

The online dictionary of Merriam-Webster defines inspiration as something that makes someone want to do something or that gives someone an idea about what to do or create.  I actually like the second one better, a force or influence that makes someone want to do something.

If your actions inspire others,
To dream more, learn more,
Do more and become more,
You are a Leader.
John Quincy Adams

It seems to me inspiration has two parts, an internal to me and an external to others. 

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7 Traits of Highly Likable Leaders

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Likable Leaders

I recently opined on the subject of “likability and capability.” From some of those thoughts you may have drawn the conclusion that being likable is not something for which you should strive. That is not the case at all.

Likability is a trait that can be developed. Far too many people succumb to the mistaken belief that being likable comes from natural, unteachable traits that belong only to a fortunate few—the good looking, the fiercely social, and the incredibly talented. It’s easy to fall prey to this misconception. In reality, being likable is under your control, and it’s a matter of emotional intelligence (EI/EQ).

Consider the following traits of highly likable leaders:

Likable Leaders Smile – People are naturally somewhat relaxed by the smile of the person that is speaking to them. If you want people to like you, smile at them during a conversation and they will have a tendency to return the favor. But use your real smile. Not the one you used for your school pictures in elementary school!

Likable Leaders Leave a Strong First Impression – Research shows most people decide whether or not they like you within the first seconds of meeting you. They do not even take an entire minute to make that decision. But do not fear. Just do the things that you mother taught you when you were growing up. Stand up straight, smile (we covered that above), extend your hand for a warm and firm handshake and then look them in the eye with kindness in your own eyes.

Likable Leaders Greet People by Name – Your name is an essential part of your identity, and it feels terrific to you on an emotional level when people use it to address you. Likable leaders make certain they use others’ names every time they greet them. But don’t just use someone’s name only when you greet him. Make it a natural part of your conversation with them following the greeting.

Likable Leaders Ask Questions – The biggest mistake people make when it comes to listening is that they are so focused on what they are going to say next or how what the other person is saying is going to affect them that they fail to hear what’s being said. A simple way to avoid this is talk less and to ask a lot of questions. I first learned this trait from my father-in-law. He was a master at asking the right question at the right time.

Likable Leaders Don’t Seek Attention – Most people avoid those who are desperate for attention. No one like a drama king / queen. Likability and extrovert are not synonymous terms. When you speak in a calming, friendly, confident, and concise manner, you will notice that people are much more attracted to you, attentive to your message, and approachable.

Likable Leaders Know When To Be Transparent – Likable leaders let the other person guide the timing of when it’s the right time to open up. Sometimes we can be too transparent too quickly. But don’t hold everything back. Opening up to others in confidence will give them the signal that they can open up to you.

Likable Leaders Put Away Their iPhones and Androids – This is a tough one. And developing good smartphone etiquette will really enhance your likability. Nothing will turn someone off to you like a mid-conversation text message or even a repeated quick glance at your phone. People can tell when you are checking the time on your phone and when you are really more concerned about your email than you are about them. When you are in a conversation, be fully in it. This is a key one for many to grasp and apply to personal relationships as well.

There are times and situations when emergencies arise. Develop a “signal” with family members and loved ones. Two quick calls from my family means they really need me. And I have had to step away from someone or a small group conversation to respond to an urgent message.

How about you?

Are you a likable leader? How many of these traits come easy to you? Do any of them sound too hard to develop? Each of these are simple behaviors that you can work on and become more proficient. And when you do, you likability will go sky high!

 

 

Photo credit: CarbonNYC [in SF!] / Foter / CC BY

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Paying Attention

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Attention Paid

We are all supposed to “pay attention”. And indeed it does cost us something.

We do “pay” for being attentive. But why are we to be attentive? And how are we to do this? And what does being attentive do for a leader? Let’s explore a few of these questions for a moment.

There is a popular saying that bears repeating here: “Take time to stop and smell the roses.” But sometimes we are so busy, distracted, and inattentive that we don’t see the roses or realize that there is actually time to smell them. Paying attention is vital to enjoying life, being productive, building healthy relationships and truly living an abundant life.

So how do we pay attention?

What habits and practices can we incorporate into our lives in order that we might be more attentive?

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Beware of the Lure to be Likable

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Fishing Lure

I guess I am still not done with the whole “like-ability” discussion.  So, I continue the discussion with a warning to beware of the lure to be likable.

Leaders are often placed under a tremendous amount of pressure to be relatable and to be nice.  Many follow the natural tendency to want to be liked because it feels much easier to be liked than to be viewed as capable and accomplishment driven.

Few leaders want to be the bad guy.  And those that do want to be the “heavy” are not the kind of leader that I am drawn to!

But as leaders we are expected to make the tough decisions that serve the organization or the team’s best interests.  Trying to be too nice can in fact be lazy, inefficient, irresponsible, and harmful to individuals and the organization.

I’ve seen this happen many times in my personal and professional career.  Leaders get almost addicted to a sense of being likable.  They make a mistake in staffing or in a major decision.  This can happen to anyone, and the best way to remedy the situation is to address it quickly. However, despite the obvious solution to the rest of the team, some leaders keep on trying to make it work.

While it is a good thing to follow our instinct to stick to it and be consistent, if you fast forward a few weeks or months, the situation is no better and often worse.

There’s a key lesson here for any leader

Nice is only good when it’s coupled with a rational perspective and the ability to make difficult choices.  

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The Genesis Model of Creative Leadership

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God and Adam

Creative leaders draw the best thinking out of the individual team members before calling a general brainstorming session.

This is the assertion in Chapter 1 of Tom Harper’s book, Leading from the Lion’s Den.  In his book he presents leadership lessons from every book of the Bible.  Consider this one from Genesis:

“In the beginning God created the heavens and the earth.” – Gen 1:1

Many organizations today foster creative teamwork through collaborative instant messaging, chat windows, discussion boards, and project groups.  My company uses a myriad of technology tools as well as recently construction an entire corporate campus to foster collaboration.

Though today’s online cooperation might appear to be a new kind of brainstorming, it is actually based on a tried and true model of creativity. The old standard concept is simple: the best creative thinking is done when individuals have a chance to think before they collaborate.

Not everyone thinks well in groups. The rapid-fire atmosphere of some brainstorming methodologies can be very disconcerting to some otherwise highly creative members of your team.

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Overlooking “Capability”  for “Like-ability” 

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Capable - Likeable

One of the biggest problem that I see in many organizations is our willingness to overlook “capability” for “like-ability.”

What does that mean?

It means that many times we are more interested in whether or not our leader is “like-able” and less interested in whether or not they are actually capable of exhibiting and demonstrating leadership.  This can have tragic affects

This phenomenon is not as common in the commercial world.  The business world often cares much more about whether or not you can do the job than whether or not you can be a leader.  There is not often much thought given to how the rest of the employees “feel” about the boss or the leader.

Here is where we see leaders who have progressed through the ranks of an organization and have reached a leadership level through hard work, dedication and a proven track record of success.  They have been mentored by other leaders who have proven track records of success.  They sometimes just aren’t that like-able.  And they often don’t particularly care if they are liked.

To back that premise up, research shows that average Emotional Intelligence scores plummet higher up the corporate ladder beyond the supervisor level. The theory is that people get promoted based upon results, even if their people skills are lacking. As leadership coaches, folks like me are working desperately to change that. But the phenomenon remains.

And I suppose all of this begs a few questions:

  1. Would a leader rather be liked or trusted?
  2. Would a leader rather be popular or right?
  3. Would a leader rather be successful or loved?
  4. Is “like-ability” even something that a leader should be concerned about?

There are so many angles that this thought process could take.

What if . . .

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Strategic Leadership’s Distinct Roles

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Distinct Roles

I have spent a great deal of time in my last few articles camping out on the subject of strategic leadership.  We have examined the ancient roots of it.  We have also looked at the circle of leadership.

In this article I want to bring the topic to a close and look at some of the distinctive roles that strategic leaders must fulfill.  Consider if you will these seven distinct roles for strategic leaders.

Providing Direction — The word “leadership” derives from an Anglo-Saxon word, laed, which means “road, path, track or the course of a ship at sea.” Leaders provide the directional guidance for their followers.  Further, they ensure that everyone is moving the the proper direction.  Just moving is not enough.  We must be moving in the right direction.

Thinking and Planning — Strategic leaders decide the direction through strategic thinking and planning. They go on to develop the best strategy to guide your processes, and then they implement it. Thinking and planning without an ability to execute is ultimately worthless.

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