Alliance for Leadership Acceleration

Lynda Silsbee will be presenting at THRIVE 2017 for the second year in a row. Join her workshop at the conference and learn how to Crack the Code on Employee Disengagement.

May 11, 2017
​10:40 a.m. - 12:15 p.m.

High levels of employee engagement translate into increased customer satisfaction and bring other competitive advantages.

​During this workshop, you'll receive actionable and innovative instruction on:

* The #1 reason for disengagement
* The downward spiral of disengagement and reduced productivity and morale
* How to develop your leadership skills to encourage an engaged culture change
* 4 steps to take right away to re-engage a languishing workforce
* And much more.

​SAVE $100 off registration
http://store.blr.com/thrive-annual-conference
Use Lynda's exclusive discount code: SILSBEE

During our 1/2 Day Team Alignment Workshop, teams to step out of their day-to-day together, get to know each other, identify similarities and differences and explore tough conversations, and then learn how they can work together to be more effective -- ultimately driving to higher performance.

​Here are the top three measured changes that participants collectively report after the workshop:

• 30% increase in individual's ability to participate as a ONE Team member
• 15% increase in individual's ability to set aside personal agendas in favor of team success
• 18.3% increase in belief that team members are bought-in and fully committed to important decisions

Do you see how these changes lead a team to higher performance?

As an organizational leader, you can consider yourself to be a “cultural architect.” It is your job to create and sustain culture in an organization. Yet shaping the culture can, at times, be a heavy burden to carry.

Your organization’s culture is the foundation upon which your results sit. A weak, dysfunctional or misaligned culture will usually yield poor results. A strong, high-functioning, well-aligned culture, on the other hand, will typically bind people together to produce amazing results.

Organizational culture is generally defined as the values, beliefs, symbols and norms people follow in the execution of an organization’s day-to-day business transactions. It shows up in behaviors that are considered acceptable and unacceptable — behaviors that begin and end with the attitudes and actions of leadership.

So, as leaders, you can choose to either build a high-performance culture or allow a variety of destructive forces to tear down your culture. If we look at the raising up of an effective culture as a construction project, here are six phases of the job that you’ll need to complete:

1. Goal setting: The building plans. Every construction project begins with a plan, right? In the same vein, leaders must set specific goals to drive success and point people in the right direction. Goals can be thought of as the overall plan for what needs to be accomplished during a given period in order to achieve key organizational objectives.
To ensure buy-in and line-of-sight, be sure to allow employees plenty of input in establishing their own short- and long-term goals. In addition, ensure objectives are put in writing using the “SMART” criteria (Specific, Measurable, Actionable, Realistic and Time-bound), prioritized and regularly evaluated.

2. Expectation setting: The pre-project meeting. Before most construction projects, the contractor sits down with his project manager and workers and goes over the building plans. Why? Because putting something down on paper isn’t enough — expectations must be established. Clarify items such as:

• The roles employees will play in each given project,
  
• Specific behavioral expectations (what’s acceptable/unacceptable),
  
• What resources are available and where to find them,
  
• How the work/project is important to the organization, and
  
• How to communicate about progress, changes and obstacles.
  

Clear expectations are as important as the goals you set. In fact, research has shown that a lack of clear expectations is often the root cause of poor performance. Expectations can be thought of as the “means” or how one achieves his or her goals. Expectations set the boundaries of behavior so people can “play big” and “play fair” as they work to achieve their goals.

3. Continuous feedback and coaching: “The barking foreman.” When many of us think of a construction project in progress, we might think of workers clambering about a half-built structure, pounding hammers and carrying different building elements. But we may also picture a foreman or project manager walking around, barking orders to the hardworking crew.

Now the barking part isn’t advisable in most work environments. But your busy workers do need effective systems in place for determining whether they’re making progress and meeting stated goals and expectations. A few ideas might be:

• Simple scorecards to denote “gains,” “wins” and “losses” toward an outcome,
  
• Budgets and profit and loss statements for financially related activities,
  
• Customer feedback forms for customer-facing employees, and
  
• Weekly, monthly or quarterly production data for suitable employees.
  

Other key factors are verbal feedback and an open, two-way dialogue.

Leaders must create a feedback-rich environment where employees know where they stand. Course-correction feedback (when an employee has drifted too far from the goal) and acknowledgment and praise (for progress and momentum in achieving the goal) are equally important. In fact, studies have shown that a 5:1 ratio of positive interactions/feedback to negative promotes the most effective self-development and performance.

In short, communication is critical to creating and maintaining a high-performance culture. Leaders are visible, caring individuals who provide “state of the organization” information regularly and don’t shield employees from bad news. They share expectations, provide feedback and acknowledge strengths. High-performing cultures manage to strike a balance of both quality and quantity of information communicated.

4. Development: Raising the roof. As a construction project nears its finish, the roof — either literally or figuratively — is raised. The property is being developed into something new, useful and exciting.

So should it be with employees. Leaders need to create and execute an ongoing process to develop staff members in their areas of strength and interest. The best managers/leaders find ways to make every day a “development day” for their people. Specific ideas include:

• Stretch projects or strategic assignments,
  
• Discussing development areas during 1:1 meetings,
  
• Providing current and future job-related training opportunities,
  
• Succession planning,
  
• Internal advancement ideas, and
  
• General career planning.
  

Leaders have these and many other methods at their disposal to grow, shape and engage employees while improving organizational performance.

5. Performance appraisals: The punch list. At the very end of a project, most contractors must complete a “punch list.” This is an itemized document reflecting precisely what needs to be finished to truly complete the project. Similarly, performance appraisals provide a summary at the end of a given term that lets employees know how well they’re meeting expectations and progressing toward their goals.

In terms of driving performance, however, an annual appraisal is your least effective tool. People want to know how they’re doing in the here and now, yet such appraisals focus largely on the past.

Performance comprises both results (what) and behavior (how). So, to do an appraisal right, you need to address both the “what” and the “how.” Set up appraisals on regular cycles and, of course, follow the golden rule: There should be no surprises! Always step in immediately when problems arise — don’t wait until the next appraisal.

6. Recognition and reward: Celebrating completion. The successful end of a construction project is generally referred to as “completion.” It’s something that contractors strive to reach efficiently and profitably. And, at least for large projects, they often celebrate when they get there successfully.

Encouragement and celebration in every organization are critical. Leaders must recognize progress as well as accomplishment of a goal, so employees know they’re on the right track and will keep striving for success. Recognition doesn’t have to be expensive. In fact, what distinguishes recognition from rewards is the use of “I” words that create “intrinsic” rewards, which tend to last longer and be more meaningful to employees than monetary or “extrinsic” rewards. Intrinsic rewards include things such as:

• Assignments of more interesting work,
  
• Involvement in key projects or decisions,
  
• Opportunities to work independently, and
  
• Sharing information.
  

Another good approach might be to share success stories during staff meetings or events or in company e-mails or a newsletter (if you have one). Oral or written praise delivered in this manner can serve as a real morale booster to recipients.

Whereas recognition tends to be intangible, rewards are generally tangible. They include statues, company merchandise or plaques. Of course, rewards may also be financial — such as spot bonuses, merit raises or other monetary incentives. Remember, the more timely the recognition/reward is given, the stronger the connection to performance.

e’ve listed above the six phases of building a positive culture. But what about the behaviors that can tear one down? These are just as important to identify when trying to make productive changes to your organization. As you endeavor to raise up your organization’s culture, watch out for the demolition crew:

Flawed character. Dishonesty, intentionally poor communication and blame can sabotage any culture.

Fear. Organizations that refuse to take any risks and that avoid problems and tough decisions typically don’t get far.

Unchecked power. If leaders have or need complete control over others, a culture won’t thrive. Employees will feel that collaboration is pointless.

Arrogance. Anyone with too much pride, who is unable to admit mistakes, ask for help or recognize the value of others, is more than likely a liability. These individuals can poison even the best-intentioned culture.

Ineffective coaches. At the end of every season, no matter what the sport, a number of coaches (or, in baseball, managers) are usually fired. Most of these individuals may not have been bad employees, per se. But, in their employers’ opinions, they failed to develop a winning environment for their players. This dilemma can apply to any type of organization — which doesn’t necessarily mean you should fire a bad coach, but he or she may need additional training or, in worst cases, reassignment.

Leaders play a key role in the process of creating a positive, high-performing culture. You are, in fact, the architect. Your behavior, attitude, language or jargon, style of dress, decision-making process, everyday work practices and strategic direction create the cultural blueprint for not only your employees, but also clients, suppliers and anyone else who comes in contact with your organization.

Thus, as a leader and architect, you’ve got to recognize the boundary lines of your existing culture, align your strategies accordingly and always be on the lookout for ways to improve it. For help assessing your culture, determining whether your leadership style/habits are aligned with your organization’s strategic objectives, and targeting effective improvements for the future, please contact us.

Marketing gurus always tout that you get far more bang for your buck by developing existing customers than trying to find new ones. The same value and resulting higher benefit applies to developing talent internally rather than sourcing it externally. However, so many executives have experienced first-hand, the myriad of failed leadership development investments. That doesn't mean there isn't a good solution.

In fact, leadership development solutions that work are well documented.  The requirements include the right balance of: assessment data, skill building, 1:1 coaching, peer solution development, real-world application, time, and accountability. But there are very few programs available to bring in-house, that integrate all of these areas, are proven, measurable, adaptable, and scalable.

The best organizations want development of leaders to happen internally, across teams, so they can work within their culture and learn from employees as they transform from manager to leader. But developing custom curriculum takes time and is somewhat unproven--ultimately a risky and hefty investment in today's agile, fast-moving corporate environment. The question is no longer "should we build or buy?" when it comes to strong leaders and middle management; the question is, "how do we build leaders in a cost effective way and show measurable results?"

This is the reason we're suddenly seeing so much adoption of the LEAP University approach. While LEAP has historically been a "public" offering allowing organizations to send one or two leaders to be developed, we're seeing a significant uptick in organizations that are bringing the program in-house to develop a broader cross-section of their leaders from within.

LEAP University is scalable to fit organizations in two ways:

CERTIFY INTERNAL RESOURCES. Certify and develop internal experts to coach, facilitate, and manage unlimited LEAP cohorts internally, across the organization, gives you maximum flexibility and scalability. Additional benefits include:

1. Stickiness. The program isn't an event that happens, but a culture of leadership learning that is being developed.
2. Acceleration. Having internal resources who understand the existing culture and are available to members and leaders alike, helps accelerate the transformation of both individuals and the organization for lasting improvement, not short-term gains.
   
3. Transformation. In addition to transforming managers into leaders who collaborate, improve productivity, and develop high-performing teams, the organization has a growing pool of highly skilled leaders where change initiatives and strategies are more easily integrated into the business for strong results.
   

ENGAGE AN EXTERNAL EXPERT. Sometimes, culture, quest for external knowledge, or availability of resources call for bringing in a third party professional. In this scenario, organizations contract with our LEAP Certified Coach/Facilitators to organize, assess, facilitate, and coach through the transformation. Benefits of bringing in an external resource include:

1. Leveraged Resources. No need to allocate internal resources  who don't have the time or the required expertise.
   
2. Expertise. LEAP coaches and facilitators are experts with a wealth of knowledge who have completed rigorous certification and have a track record of leadership and achievement in their own right. Their "outsider" experience provides credibility and examples that contribute to accelerated learning and support learners with their specific challenges.
   
3. Acceleration. Detachment from internal politics and confidentiality can mean more willingness and openness during the transformation/journey -- ultimately accelerating the right changes in the individual or team. 
   

Buying talent is expensive and risky because ultimately you don't know what you will get. Building your existing talent is less risky and pays much bigger dividends to the business. Which pathway is right for your organization? There's no one right way, it's a decision best determined by honest reflection of your organization's needs, culture, and resources.

Emotion is an ever-present energy in the workplace. Harnessing this untapped resource in a positive way can have a tremendous impact on the reasoning side of business.

The EQ Competence Framework includes 3 foundational areas: Attitude, Feeling, and Behavior. 

Within these lie three “Personal Intelligences” and three "Interpersonal Intelligences” which can also be thought of as competencies because all of these can be developed by anyone who chooses to develop them.

PERSONAL INTELLIGENCE

• Self-Regard (Attitude) – The degree to which one accepts and values oneself.  To be ‘okay’ with oneself or having limited self-criticism.  “However I am and others are is OK.”
• Self-Awareness (Feeling) – Knowing one’s internal states, preferences, resources, and intuitions.  Includes: emotional awareness, accurate self-assessment and self-confidence.
• Self-Management (Behavior) – Managing one’s internal states, impulses, and resources.  Includes: self-control, trustworthiness, conscientiousness, adaptability, and innovation.

INTERPERSONAL INTELLIGENCE

• Regard for Others (Attitude) – The degree to which a person accepts and values others (distinct from liking or approving of what they might do.)  “However you and others are, is OK.”
• Awareness of Others (Feeling) – Empathy: awareness of others’ feelings, needs, and concerns.  Includes: understanding others, developing others, service orientation, leveraging diversity, and political awareness.
• Relationship Management (Behavior) – Adeptness at inducing desirable responses in others.  Includes: influence, communication, conflict management, leadership, change catalyst, building bonds, collaboration and cooperation, and team capabilities.

IQ has long been an important factor in the business world. However, when we look at the most successful leaders, we see more than IQ—we see EQ.  

Know someone who needs to beef up their emotional intelligence muscle? With LEAP, the Leadership Acceleration Program, we work with managers/leaders on these very things.

One step to predictable and enhanced team performance is understanding the common characteristics of teams that achieve exceptional results. Characteristics of an HP team:

• A common purpose/shared mission,
  
• Autonomy and authority,
  
• Interdependence and facilitative leadership,
  
• Clear Roles with broadly-defined jobs,
  
• Meaningful participation in decisions,
  
• Effective relationships.
  

One of the best models we’ve seen for creating HP teams is from a book called “The Five Dysfunctions of a Team” by Patrick Lencioni.

Know someone who needs help creating and sustaining high performing teams? LEAP the Leadership Acceleration Program is the answer!

It's all about knowing your strengths and challenges and how you contribute to the outcomes of different situations.

We know that anyone can develop emotional intelligence. From start-to-finish during our year-long LEAP Leadership Acceleration Program, we track the change in emotional intelligence indicators; we absolutely see positive change in participants during their 12-month leadership development journey—upwards of 30% on average. In a nutshell, once a person gets feedback and becomes aware of the concepts around emotional intelligence, they learn to be aware of their behavior and their impact on their social environment. When they learn the tools for coping and regulating, they really can control their behavior and act with a higher level of emotional intelligence.  

As an example, a couple of years ago we had a General Manager at a prestigious restaurant, who was a great employee—sharp, organized, great at his job, but he could not control his outbursts, he could not regulate he impulse when he became upset or frustrated. In this case, the person was very self-aware--the situation was quickly eroding his confidence as a leader and he could feel it. He knew there was a problem, he just couldn’t regulate. Through LEAP, with feedback, skill building, reflection, help from peers, and guidance from his Coach, by the end of the year we saw a 60% positive change in indicators for emotional intelligence and leadership confidence and competence. Backing this up, his sponsor and boss reported a visible and significant improvement in his leadership, the team he managed, and the work environment in general.

So, absolutely we can develop emotional intelligence. It comes down to first understanding “who I am at my core, at my best most natural self?” Then, “how do others see me in the work environment?” And from there, reducing the blind spots through reflection and sharing openly with trusted relationships. 

Many leaders believe, “if I just ask for feedback, people will give it to me”. While I wish that were true, unfortunately all humans, being what we are, if you hold a position over me, bottom line is, I don’t know that if I were to be completely honest with you, “are you going to fire me or give me crappy work or a crappy schedule?” We tend to hold back being truly honest even when offered the opportunity to give real-time immediate, face-to-face, feedback.