Leadership and employee engagement

Developing as a leader,

John Hepworth, writing on Discuss HR, highlights the role of employee engagement.  As a contributor to this brand-new blog, I take a moment to add comments of my own, recognising the importance of employee engagement in overall performance and the role of leadership in stimulating or undermining employee engagement:

The Hay Group (for whom I worked for a while a few years back) recently reported that employee engagement is at the top of the list of employer concerns right now. Over the years, they have also drawn heavily on research that suggests that organisational climate is the major factor in creating high levels of employee engagement and that the behaviours of leaders are the major factor in creating organisational climate.

One of the interesting things about this is that we now have masses of research that points to the role that emotional intelligence plays in our success at work and still – as John suggests – to recognise doubt and to seek help is to be seen as “weak”. Perhaps, too, leaders fear that to be open to the doubts and fears of others is also seen as weak.

I think of Anne Wilson Schaef, author of numerous books including The Addictive Organisation, who puts forward the idea that the malaises we observe in organisations are simply the reflection (projection?) of our own symptoms.

Which makes me wonder, what does it take to stand up and be counted as a fearful, doubting and emotional human being? And who has the courage to go first?

Choosing words that heal

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Sarah Palin has been sharply criticised in recent days for her insensitivity, even as she tries to look presidential.  Peter Stanford, writing in the Belfast Telegraph, highlights how Palin placed a rifle target over Arizona during the 2010 election to designate that Gabrielle Giffords was a politician she wanted out of the way, leading to accusations that she is personally responsible for Gifford’s shooting last week by Jared Loughner.  Whilst we all wonder what the outcome will be for Gifford and for others who were wounded, six people have already died.

Stanford’s article highlights the power of words, focussing in particular on Palin’s use of the phrase “blood libel” which he examines in depth, laying out the history of its use and its association with acts of terrible violence perpetrated on Jewish people throughout the ages.  Sarah Palin is playing with fire, he says. She has been one of the most effective practitioners of the use of words-as-weapons, damning Barack Obama’s healthcare reforms, for instance, as “death laws”. But just as such poisonous oratory can get the crowds cheering, it can also lay you low. Perhaps the real choice that faces Palin now is whether she wants to join the ranks of politicians whose gaffes and casual ignorance of history make them a joke, or step up into the responsible mainstream.

Obama, without question an orator of great skill, eschews tit-for-tat in favour of a different kind of discourse.  Speaking at a memorial service for the victims of the shooting in Tucson, Arizona, Obama seems to be addressing politicians of all persuasions when he says, But at a time when our discourse has become so sharply polarized – at a time when we are far too eager to lay the blame for all that ails the world at the feet of those who think differently than we do – it’s important for us to pause for a moment and make sure that we are talking with each other in a way that heals, not a way that wounds.

Saying yes to examining the reasons for the shooting so that steps can be taken to reduce the likelihood of similar events in future, Obama nonetheless cautions, But what we can’t do is use this tragedy as one more occasion to turn on one another. As we discuss these issues, let each of us do so with a good dose of humility. Rather than pointing fingers or assigning blame, let us use this occasion to expand our moral imaginations, to listen to each other more carefully, to sharpen our instincts for empathy, and remind ourselves of all the ways our hopes and dreams are bound together.

The openly Christian rhetoric of American politicians sits uncomfortably at times amongst the British, so that some may choose to ignore his words (which you can read in full by following this link).  Yet more people may wonder what this has to do with us.  I see in Obama’s speech an act of leadership of the highest order, for he addresses not only the sense of grief and loss experienced by those affected by this tragedy, not only the political issues of the day, but also the manner in which we choose to live our lives.  His is a rare and welcome choice:  to rise above the opportunity to gain political capital in order to invite men and women on every side of the debate to act in ways which honour the dead and give hope for the future.

As I close, I feel a deep sense of gratitude for a man who is consistent in choosing the language of empathy and compassion over the language of conflict and discord.  For his choice reminds us that we, too, get to choose.  We may not get to choose the events of our lives or the behaviours of those we deal with and still, we get to choose whether to speak to the best of who we are or to the worst.  I thank Obama for choosing words that heal.

More on the “are leaders born or made?” debate

Developing as a leader

After writing on the LinkedIn Leadership Think Tank on this question, I found myself coming back to it and adding…

And is there another question – what type of “leader”? The CEO of a major corporation has – in many cases – fundamentally different qualities to the kind of person who might be thought of as a thought-leader (the latter from Gandhi to Oprah Winfrey and many more besides). Commanding an army is quite unlike being Prime Minister.

So, here’s another question: do we all have the innate potential to become a leader? And if so, is there a particular kind of leader we have the potential to become, given the right commitment, dedication, learning and action (leverage)?

That old leadership chestnut: are leaders born or made?

Developing as a leader

LinkedIn has an enormous discussion group in the shape of the Leadership Think Tank.  In truth, I feel frustration when I read the number of abstract discussions about leadership and I have come close in recent weeks to signing out of the group.  I’d love to see more concrete discussion about the day-today concerns and challenges of real leaders.  And, as theory goes, I’d love to see a more robust set of discussions, rooted in deep thinking and observation of what’s actually true rather than – well, off with the fairies!

Notwithstanding my frustrations I am still a member of the group and, today, I chose to respond to the age-old question:  Are leadership qualities something you are born with?  Or can they be learnt?  There are many things to be said about this but for today, I chose to focus on the question itself.  This is what I wrote:

Is there a false dichotomy here – EITHER you are born with leadership qualities OR you learn them? What I observe is that people are born with certain qualities and yet they may not be aware of them and develop them. One reason for this is because they conclude they need to develop other qualities (as a result of family influence, education etc.). So, one thing that makes a great leader is a recognition of the qualities one has and then the development of skills, competencies etc. which support those qualities. Another way of putting this is to say that people become (“great”) leaders when they recognise, develop and leverage the leadership qualities they already possess.

How to make the tougher decisions you face

Developing as a leader, Emotional Intelligence, ,

What do you do when you face a decision that is finely balanced and with no easy answer?  This is the question my coaching client brought to our session recently.  She had been weighing the pros and cons of two very clear options and had yet to come to a decision.

Checking in with her gut instincts she already had an answer.  I invited her to rehearse the reasons for her choice as a way of grounding her decision.  She did and they seemed clear and compelling.  It was interesting, then, to hear a “six out of ten” when I asked her:  given all the reasons you outlined, what mark out of ten would you give to reflect your level of conviction that this is the right decision?  It was clear that something more was needed.

I invited her to try each option on for size.  She tried on the first option, noticing all the likely outcomes from this decision in the near-, medium- and longer-term, together with the implications for her – the work involved in following through with her decision.  This gave her new insights into the benefits and limitations of this option.  Then she tried on her second option, going through the same process.

One issue came up when she thought through her second option:  the amount of time she thought it would take in the short term to follow through with this option.  We discussed the resources she could call on so that the weight of this short-term follow-through could be spread out a little, leaving her free to focus on another – key – area of her job.  Once she had identified these new possibilities, this second option looked much more attractive in the longer term.

As a result of this process her decision – which was not the decision to which her gut instinct had initially led her – was one she could sign up to with a full conviction.  What’s more, she was clear that her next steps needed to include making a plan and gaining support in order to access the resources she needed for her short-term follow-through.

My satisfaction came from knowing that my client not only had a decision she could approach with conviction in what was, without question, a difficult situation:  she also had a process she could return to when making decisions in the future.

I wonder, what’s your process for making the tougher decisions you face?

Starting the HR year as we mean to go on

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The Human Resources UK group on LinkedIn, which serves a wide variety of professionals with an interest in Human Resources, today launches “Discuss HR”, a regular blog to which I have agreed to contribute.

In response to Ed’s request I agreed to offer the first posting – very slightly daunting!  With the aim of stimulating discussion I offered the posting below, which is published today:

January, 2011. Traditionally, the New Year is a time of new beginnings. At the same time, New Year’s resolutions have long since fallen into disrepute – even as we make our resolutions we often know we don’t intend to keep them. This is the land of “should” and “ought tos”.

As I reflect on the year ahead, I wonder how much HR suffers from the same ebb and flow of new beginnings, rich with promise, that fizzle out with a quiet ignominy: the change project that starts with a big fanfare and support from the Board and which, by the time it fails to deliver, has somehow become the sole responsibility of HR; the leadership development programme that holds such hope yet never bears the fruits of clarity about the leadership aspirations of the organisation – let alone the development of a cadre of leaders who are skilled in the organisation’s chosen approach. I’ve yet to meet an HR director who complains that s/he has too many skilled leaders.

Is it possible that the HR profession is – at times – its own worst enemy? Sometimes I am shocked by what HR professionals will buy and from whom: products and services that are not designed to deliver the outcomes required by the business or, when they are, from people who have little skill and experience in delivering. Fundamental tenets of leadership are touched on in courses with no sense that there will be any follow through. Competency models are designed by people who have not conducted any research into what makes the difference between effective and outstanding performance in a given role or organisation. And how many HR professionals, when they deserve due credit, expect the accolades to come walking down the corridor to find them in their office – and then wonder why they never arrive?

So, at the start of 2011, I wonder what changes in the way we do “HR” would make the biggest and most positive difference, both in the impact HR has on the business and in the reputation of the HR profession in the organisations we serve. Reflecting on my own experience – as a trainer, consultant and coach – I have my own favourite. I wonder what would be different in our work-places if our work were rooted in a deep understanding and full acceptance of what is – what some call a phenomenological approach. This implies understanding the implications of widely available and deep research and committing to apply this understanding when we embark on new initiatives.

What might we do differently with a full commitment to such an approach? Here are just three ideas – my starter for ten:

1. On the road to making changes we would give up a “pass or fail” approach and measure success by the way we negotiate setbacks and adapt our approach to secure progress towards key goals. Recognising that there’s no failure, only feedback, any signs that a project isn’t working would be taken as a sign that adjustment is needed to the way we move towards our goals;

2. Before embarking on new initiatives we would get clear and strong conceptual agreement for projects at the most senior levels and these would include a process of exploring the implications for senior leaders of sponsoring initiatives – what this would require of them – and reaching clear agreements ahead of time;

3. And because we are human and the leaders we serve are human I would want to see us make the mother of all our investments in learning how to hold what I call “real conversations”. This would require an examination of the beliefs that underpin our chosen approach to communication and a commitment to replace a unilateral (“domination”) approach with an approach which is rooted in acceptance and aspires to mutual learning. This third suggestion is my favourite of all and a big topic in its own right. If you want to learn more, look out for my next posting on the HRUK blog.

I wonder, what favourite changes would you propose for 2011 in the way we do HR?

Breathing out before I breathe in

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Monday evening, 3rd January 2011.  Today is a Bank Holiday in the United Kingdom since New Year’s Day fell on a Saturday.  As I write the bulk of the UK’s working population is preparing for the year’s first day back at work.

I have been preparing, too.  I have a session with a coaching client on the afternoon of my first day back which includes looking at feedback from her colleagues and I have taken time to review the feedback.  I have also been clearing out some of the e-mails which have landed during the holiday.

My preparations have been gentle and slow as I just about make it into first gear.  I am slowly recovering from a cold which I put down to my outbound flight to Copenhagen on Boxing Day (all those shared germs).  Even as I write I also recognise that I was susceptible at this time – the germs came and I said “yes, please come in”, as if my body knew to invite me to rest for a few days and to let everything wait.

As I have done many times before I think of the vocal coach I worked with, alongside my colleagues in the London Symphony Chorus.  Although I struggle to remember her name right now I do remember a key learning I took from our work together and whose application goes way beyond the art and craft of singing:  sometimes you have to breathe out before you breathe in.

Starting the year as you mean to go on

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Have you ever noticed that most people’s new year’s resolutions are about what they plan to do?  (And let’s not get too picky about the fact that many of us then – somehow – fail to go on to do those things).  This year, I invite you to start the year by reflecting on the how of your life: who or how are you going to be?

The poem below, written by Dawna Markova following her father’s death and from which she takes the title of her book says something of her intentions in the how department:

I will not die an unlived life.
I will not live in fear
of falling or catching fire.
I choose to inhabit my days,
to allow my living to open me,
to make me less afraid,
more accessible,
to loosen my heart
until it becomes a wing,
a torch, a promise.
I choose to risk my significance,
to live so that which came to me as seed
goes to the next as blossom,
and that which came to me as blossom,
goes on as fruit.

Dawna Markova

Also, by Henry David Thoreau, this quote, in which I love the idea of sucking the marrow from the bones of life:

I went to the woods because I wanted to live deliberately, to suck the marrow from the bones of life; to put to rout all that was not life, and not to come to the end of life, and discover that I had not lived.
 
Happy new year!

Looking forward to the year ahead

Coaching

Honouring the tradition, at the end of the year, to look back on the year just gone and to look forward to the year ahead, I offered questions on Wednesday to help you reflect on the year just passing. In this blog posting, I offer questions for you to enrich your thinking as you look forward to the year ahead.

I invite you to make time and space to look forward to 2011. This is an opportunity to notice what is beckoning you in the year ahead: both to create the year of your choosing and to be conscious of the year that is choosing you. This is an opportunity to connect with and celebrate your needs, and to imagine the ways in which you can meet your needs in 2011, including your need to make a positive difference in the world. This an opportunity to build on the year you had in 2010 in order to create a year in 2011 which speaks to who you are and to the power and potential you have. For some, it may be time to let go of old ideas to create a new life or a new – more authentic – you. I invite you to put aside doing in order to be present and curious, a time to invite new wisdom and insights.

As you reflect on the questions below – or choose other questions that beckon to you at this time – allow yourself to be guided by your own inner wisdom and spirit, noticing the pictures you see, the words and phrases offered by your unconscious mind and the sensations you feel as you reflect.

  • As you look forward to the year ahead, what stands out? What feelings come up for you as you survey the year?
  • As you try on the year just coming, what is your experience of the year? Are you looking forward to ease or struggle? Are you looking forward to progress and success?  Or to failure, inhibition and “stuckness”? How is for you to look forward to the year in this way?
  • Who are you becoming as you move towards 2011 and who do you yearn to become? How would you like to connect with, nurture and express your true, authentic self in the year ahead? How do you want to communicate with and relate to others in 2011?
  • What needs do you have that you would like to meet in 2011? What are the met needs that already enrich your life? What needs would you like to meet more fully in 2011 and how? What attention would you like to give to your needs in 2011?
  • What are the riches of the year just passing that you would like to take forward into the year to come? What successes have you had that you can build on? What new learning and insight are you bringing to the year ahead? How can you use these experiences to enrich your life in 2011? What further support do you need?
  • And as you imagine the year to come, what will it mean to you to experience the year as you imagine it in advance? How will it meet your needs? How will it support you in contributing to the needs of others?

And as you reflect on these questions what other questions are coming up for you? What else do you need to step powerfully into 2011?

At the end of the year

Coaching

It is a tradition, at the end of the year, to look back on the year just gone and to look forward to the year ahead. For some, the famous “New Year’s Resolutions” are flights of fancy, quickly forgotten because they were never the object of our full commitment in the first place. For others, taking time to look back and then to look forward holds a sacred place in our lives. For any readers who would like to observe this ritual and to maximise its contribution to their lives, this blog posting offers questions for you to reflect on as you look back on the year now passing.

I invite you to make time and space to reflect on 2010. This is an opportunity to celebrate and mourn: to celebrate the people, experiences, learning and achievements that have met your needs and enriched your life; to mourn those times when your needs have not been met as a result of your own actions, the actions of others and events beyond your control. This is a time to notice what you want to take with you and what you want to leave behind. This is a time to put aside doing in order to be present and curious, a time to invite new wisdom and insights.

As you reflect on the questions below – or choose other questions that beckon to you at this time – allow yourself to be guided by your own inner wisdom and spirit, noticing the pictures you see, the words and phrases offered by your unconscious mind and the sensations you feel as you reflect.

  • As you look back at the year just passing, what stands out? What feelings come up for you as you survey the year?
  • What has been your experience of the year? Has life been easy or a struggle? Have you experienced progress and success?  Or failure, inhibition and “stuckness”? How has it been for you to experience the year in this way?
  • Who have you been this year? Have you been authentic and true – with yourself, with others? Have you been divided within yourself? Or even hiding behind some constructed mask?
  • How has your experience of yourself affected your communication and relationships with others? When have you been conscious of your needs and the needs of others? When have you been unconscious – lost in the doing, for example? How has it been for you to live your life this way?
  • When have your needs been met and how? How has it been for you to have your needs met in these ways? When have your needs been unmet? How have you experienced your unmet needs?
  • What are the riches of this year that you would like to take forward into the year to come? What experiences do you want to celebrate? What new learning and insights have enriched your life?
  • What is it time to let go of and leave behind so that your forward path can be more rich and fulfilling? Who do you need to forgive, for example? What beliefs have had their day? What actions do you need to take to complete this process of letting go?

And as you reflect on these questions, what other questions are coming up for you? What else is needed so that you can honour the year just passing and clear the way to move on?