influence

3 Essential Shifts Every Leader Must Make – Part 2

November 7, 2018 By Patti Cotton Leave a Comment

Are you prepared to lead into the future?

Most leaders are not.

They experience increasing pressure as they attempt to cover all the bases and feel unsettled about what might be coming next.

If that is you, please stay with me on this, because the volatility and complexity of change in the business world is only growing.

If you want to make sure you are prepared to lead into the future, you must make three shifts right now to navigate effectively through change, and if you don’t take quick action on these, your leadership will soon be reaching its expiration date.

In a previous article, we talked about the first of three necessary shifts to do so: sharpening your emotional intelligence to increase your relational skills. If you missed this, catch up here.

Now, on to the second of the three necessary shifts you need to make: 360° leadership development.

There is a great buzz about the fact that to really grow in your leadership, you must work on both horizontal and vertical development to meet a complex world. And this is true.

Horizontal development refers to increasing in knowledge, skills and competencies. We can measure this through leadership assessments, 360° feedback processes, and similar means. Companies invest in tremendous amounts of money to assess, measure, and hold people accountable to these, and this is necessary.

But in the last few years, we recognized that was no longer enough. We discovered that leaders who possessed the knowledge, skills, and competencies required to conduct business, were now experiencing an inability to meet the changing demands.

The world was changing – and their leadership was not.

Albert Einstein once said, “We can’t solve problems by using the same kind of thinking we used when we created them.”

To expand on this truth, it has become clear that, “We can’t lead an organization of the future effectively by using the same kind of approaches we have used to lead the organization of today.” – Patti Cotton

To meet this problem, the leadership development world recognized the need for vertical development. Vertical development refers to the growth in a person’s thinking capability. It’s about how you think – how complex, strategic, interdependent, and systemic you are able to sift through challenges and make decisions. For more on this, read the white paper “Vertical Leadership Development-Part I” by Nick Petrie, Center for Creative Leadership.

“At last!” said the leadership development world. “We have now covered how to be more agile and complete in approaching change. We can rest easy!” Top executive coaches focused on the mindset shifts necessary to cultivate this, and we saw a lot of progress.

But a giant puzzle piece was missing and tragically continued to reveal itself in significant areas of the business world.

Here’s a small and partial list of contemporary business leaders who have run companies worth billions. They possess both horizontal and vertical development and, for quite a while, have been considered thought leaders ahead of the pack.

Elizabeth Holmes, former CEO, Theranos
Martin Winterkorn, former president of Volkswagen
Martin Shkreli, former CEO of Turing Pharmaceuticals
Hisao Tinaka, former president of Toshiba

These people had the knowledge and competencies to run the organization. They developed the mindset shifts needed to develop their thinking capabilities so that they could meet change and future challenges. They were capable, high-performing, and they produced incredible results.

But the glaring piece that was missing in all cases – and the reason for their downfall – was that they were missing the third part of the 360° leadership equation: Character.

Character is a matter of trust.

And without trust, you won’t get far – at least, not for the long game.

If you are in this to win, you must not neglect your leadership character.

The people in the above list all showed a flawed or compromised character. The result has been that they have suffered personal leadership downfall, in some cases they are or have been under investigation with threatening jail time, and their respective organizations were either heavily fined, sold, or folded.

Now I am not suggesting that you should compare yourself to these people in any way – I’ve selected these people to make a point. However, I am proposing that you check to make sure that your own character is well-sharpened to support your leadership.

Can you deliver on the following traits consistently? Are they truly a part of you and the way you lead?

Five Key Leadership Character Traits:

Integrity – Are you consistent and congruent in relating to others so that they know what they can expect from you, know that they can count on you?
Respect – Do you respect yourself and others equally in your decisions and actions?
Intent – Do you hold others in positive regard and with positive intent, so that your pre-assumptions and biases don’t curtail best thinking?
Transparency – Are you authentic in your communications? Forthright in the way you confront conflict and resolve it? Candid in critical conversations so that you are tough on issues and tender on people?
Connection – Do you genuinely desire to connect well with others – and are you able to do this successfully?

Without one of these, your leadership is headed toward its expiration date. Because character is the missing piece to the complete leadership picture; the 360° leadership equation.

In the short term, you and others may not notice the effects of a compromised or weak character. But in the long run, missing this will bring down not only your ability to lead, but is quite capable of bringing an entire organization to its knees, as we have seen.

What specific trait within your character needs attention? And if you don’t know, who among your trusted colleagues can help identify this? I look forward to your feedback.

Next week, we will explore the third of three shifts you need to make: Brain Trust.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

3 Essential Shifts Every Leader Must Make

October 31, 2018 By Patti Cotton Leave a Comment

Are you prepared to lead into the future?

Most leaders are not.

The world is increasing in complexity, and you as a leader must grow to support change effectively. The problem is that most in leadership have reached the top and stopped growing. They have given in to the false premise that, because they have the ability to meet today’s demands, they can certainly meet what the future brings.

Are you a leader who has reached the top – and stopped?

You may think you have what it takes. However, there are three shifts that, unless you make them, will quickly render you ineffective in the future.

What are these? And why should you pay attention when things are fine the way they are right now?

This week, we’ll talk about the first shift – why you need to make it and first steps to take.

Shift I: Relational Abilities Must Increase

Relational skills are now taking a front seat to all other leadership competencies. Your ability to relate well to others may work well today, but tomorrow’s leadership will need to call on more and to sharpen their emotional intelligence (“EQ”) on a consistent basis.

Why?

Emotional intelligence (“EQ”) is what helps you have high relational skills, and these are paramount to effective leadership.

Here are just some of the ways that EQ facilitates this:

EQ allows you to understand how your emotions and actions affect the people around you. This is necessary to regulating the way you interact with others so that you can create bonds and team.

EQ provides you with the ability to put yourself in the shoes of others, to understand how they feel, and to consider their perspectives. This ability to empathize can draw people to you and influence them. It can serve to power negotiations in tense times, and to promote compassion, which is a necessary component to embodying powerful servant leadership.

EQ promotes good communication. If you have forged bonds and trust with others, you tend to communicate better and more often, avoiding conflict and misunderstandings that poor communication fosters.

EQ provides you with the ability to mentor others and shape a healthy culture. Your ability to model high relational skills will serve as the prototype for your entire organization.

And in a world where constant change has become the norm, your ability to relate well to others is what will instill confidence in you and commitment to you on the part of those around you.

The problem is that we relate to others as we have been taught. This means that we bring with us a host of older experiences that color how well we are able to show up with and relate to others. Sharpening your EQ so that you up-level your ability to relate is more important than ever.

Are you already a pro in relating? Is your EQ high? You still need to make the shift to lead successfully into the future.

Here’s why: Emotional intelligence needs consistent exercise to remain effective. Your EQ is a “muscle” that needs flexing on a regular basis, or you will lose it. What’s more, just like working out at the gym, you can’t focus only on bicep curls and expect that the rest of your body will become fit by osmosis.

Use it – or lose it.

In fact, if you neglect your EQ for an extended period, you place yourself in danger of developing what we call Hubris Syndrome. If this is the case, you are now in imminent danger of losing your leadership position and perhaps your company.

How do you avoid this?

Here are 5 steps to systematically strengthen your EQ to support your relational skills.

1. Tap back into your own emotions. For example, how do you typically respond when someone delivers bad news to you? Criticizes you unfairly? Cuts you off on the freeway? By recognizing your emotions, you will be better able to regulate and control them so that you manage your relationships and interactions with others better. Tapping back into your emotions also allows you to recognize these emotions in others and to empathize with them. When you exhibit empathy, you build rapport, as others feel you care.

2. Ask others for their perspective. Leaders develop tunnel-vision when it comes to decision-making. After all, putting out fires all day long, dealing with the unexpected and the myriad of pieces that make up the organization requires fast thinking and acting. However, 60% of all decisions that leaders make are wrong, and this is primarily due to “either-or” problem-solving. “Either we do this, or we do that.” Asking others for their perspective on various issues that arise can give you added insight to expand your options. At the same time you widen your perspective-taking, you also allow others to feel they can contribute to the larger picture. And that’s a great relational skill.

3. Be curious instead of quick to judge. You think you can put yourself in someone else’s shoes, but can you really know how they feel? We bring our own experiences to the mix, and it is wise to ask questions rather than assume that you understand how they feel or what they want. Replace phrases such as, “I know just how you feel…” with ones like, “This feels devastating to me, but tell me how this affects you. I want to understand…”

4. Develop deep listening skills. There is perhaps no greater gift than that of being heard. Exercising deep listening skills is to hear beyond words, to ask questions instead of assuming, and to attune with another so they feel recognized and validated. Developing your skills in this area takes consistent practice, and it is well worth your time and effort. For more on this, see my article “How to Raise Your Influence in Less Than 5 Seconds.”

5. Decide to confront conflict courageously. There is perhaps nothing more damaging to our ability to relate than to allow unresolved conflict to fester. To feel a rupture in a relationship without repair is to foster stress, negative feelings, lost opportunities, and poor modeling for others. The cost of inaction – of allowing the rupture to fester – touches many, affecting the quality of your leadership and the lives of those around you. Want to fall in love with conflict so that you improve the quality of your relationships on a systematic basis? Read here.

I invite you to begin sharpening your emotional intelligence today so that you enjoy more influence, better decision-making, more productive and fulfilling relationships, and a healthier leadership future. How might having higher relational skills benefit you, your team, and your organization?

Next week, we will explore the second of three shifts you need to make: Vertical Development 2.0.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

Holding Others Accountable

October 10, 2018 By Patti Cotton Leave a Comment

Is it easy for you to hold others accountable? Even the most seasoned leaders can find this difficult.

Yet, accountability is the very thing that makes everything work.

Holding others accountable was indeed challenging for Randy, CEO of Andes, Inc., and this meant that the company wasn’t getting the results it needed. What’s more, Andes had begun to lose market share. Would it survive?

Randy was missing just one ingredient in order to turn things around.

Accountability.

Randy had brought in a bevy of consultants to review the company’s challenges. His drawer was full of strategic plans, and employees had undergone training in a number of programs meant to help them work better, smarter, and get greater results. Yet, nothing had worked. Meanwhile, it was discovered that some teams were duplicating efforts, and others weren’t delivering on what was expected. Randy was frustrated, and sometimes lost his temper, wondering why people weren’t just doing what they should do.

The fact was, he simply wasn’t holding his team accountable. And in turn, they weren’t holding their own teams accountable, either.

Things were a mess.

Holding others accountable is what is necessary to helping others to deliver on their commitment so that the work gets done. If you are responsible for organizational or team outcomes, it’s necessary to learn how to do this well so that you get the results you need. Holding others accountable is also a way of saying, “Your contributions matter,” which motivates employees and helps them to be more engaged.

Holding others accountable, however, can feel awkward.

And that’s what Randy felt. He was great at inspiring and motivating others but helping them to follow through was where he fell short. He thought that providing clear feedback felt like criticism, and so he avoided giving others the feedback they needed in order to know they were on track. Left to their own devices, the executive team simply interpreted what they thought should be done, did the best they could, but failed miserably because of a lack of information. They passed on this unfortunate culture of murky mediocrity to the rest of the organization – and this is why it started to fail.

Fortunately, with coaching, Randy turned things around. He met with his team, agreed on what was needed, and shared the 5 steps to hold others accountable. Over time, Andes moved into a position of excellence.

If you feel you need to strengthen your accountability game, use these 5 steps to put in place a system that works:

1. Be clear about your expectations.

In order for others to be able to deliver on your expectations, they need to understand what these are. Be sure that as you share what you expect that you ask them if they have questions and let them know that they will have access to you for questions as they move forward.

2. Help identify the skills and resources needed to support them.

What will they need in order to perform well? Who are the people they need to work with, and what are politics, protocols, and processes of which they need to be aware in order to succeed?

3. Follow up regularly.

Agree on the way in which your reports will keep you updated on their progress. Do you want them to meet with you regularly to report to you, or provide a written report? How often? What elements do you need to see in the report?

4. Give clear and timely feedback.

Honest and ongoing feedback is critical to the process. Be sure you are timely so that this becomes a powerful mentoring experience. And be clear in your feedback. If you are not, you should not expect to see the progress you expect.

5. Clear consequences.

Have you made sure you have done everything you can to help the person succeed in performance? If they have succeeded, reward this in a way that is appropriate to the outcome such as acknowledgment, recognition, or even a bonus or promotion. If there has been a lack of clarity on your part, be sure you course-correct this by repeating the steps above. And if the person shows signs of inability or commitment to perform, then it’s time to release them from the assignment or role with any other appropriate steps needed.

I challenge you to make accountability a chief focus for the coming season. Your leadership will be even more effective, and your results will help the organization to thrive.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

When Servant Leadership Doesn’t Work

October 3, 2018 By Patti Cotton Leave a Comment

It is said that servant leaders – those who truly lead from the heart – are the most effective.

Indeed, inspiring and influencing others to rise to their personal and collective best yields much greater results. And frankly, this makes a significant impact in the lives of those who are part of this, as well as those clients who benefit.

But there are situations when such leadership does not work.

How can you tell whether to adopt this style or not?

First, servant leadership is a philosophy that genuinely puts people first, takes a keen interest in their development, and embraces shared power rather than a hierarchical style.

In fact, leading from the heart – another way to describe servant leadership at its finest – requires embracing and modeling 7 traits:

Trust
Authenticity
Empathy
Compassion
Humility
Courage
Motivation

The problem is, when leaders don’t incorporate all 7 traits, the power of leading from the heart is compromised.

The question becomes, “Are you willing to work on adopting all 7 traits?”

Ask yourself the following:

Trust – do my directives and communication reflect integrity? Are these consistent, and if not, am I willing to course-correct this with others so that I build trust with them?
Authenticity – do I come from “center” with ease, not trying to emulate the style or persona of others?
Empathy – can I easily detect the emotions of others, place myself in their shoes, and affirm them?
Compassion – do my decisions and actions reflect that I put people first?
Humility – do I respect others as much as I do myself, and can I recognize their gifts and talents as much as my own? Do I realize that without my team and the employee base that we could not accomplish what we do?
Courage – am I willing to confront the tough stuff, even when the topic and decisions I may need to make are not popular ones?
Motivation – am I motivated first by what is best for the organization, or am I preoccupied with what is best for me?

If you are willing to sharpen these 7 traits, you will find that your team and culture will reflect greater satisfaction, higher engagement, and the innovative spark to help you and the organization meet the future.

Which of these traits is most important for you to work on as you begin to up-level your leadership?

HOW MUCH

DO OTHERS REALLY TRUST YOU?

Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

Why Humble Leadership is Underrated

September 12, 2018 By Patti Cotton Leave a Comment

When people hear the words “humility” and “leadership” in the same sentence, it’s often hard for them to grapple.

But this leadership trait is misunderstood – and underrated.

If you’ve been thinking that you need more charisma and a touch more swagger in order to instill confidence and trust in your followers, think again.

Possessing humility is often perceived as weak and unsure, or lacking confidence. And certainly, if you appear to be a pushover, you will soon be disregarded and dismissed.

However, humility does not mean you are a doormat. Instead, it means to keep your gifts and talents in perspective, recognizing those of others as equally valuable. A humble leader is outwardly focused and oriented toward others, keeping their welfare in mind.

Sadly, we have long been drawn to the “celebrity effect” of those who exhibit great charm and big personality. Throughout history, we have migrated toward those with an extra dose of narcissism, equating this with know-how, expertise, and the confidence to see things through.

Indeed, a certain “swagger” can be productive. Changemakers such as Napoléon Bonaparte, John D. Rockefeller, and Steve Jobs have made great impact. Jack Welch and George Soros, whether you agree with their approach or not, are gifted strategists who are creating legacy through seeing the big picture and taking the risks necessary to make change.

Yet, such narcissism has its dark side, as well, including the leader being highly distrustful and emotionally isolated. Narcissistic leaders can begin to believe they are larger than life and develop Hubris Syndrome, which can stunt and cripple an organization’s effectiveness. Such leaders focus strongly on their own value and ideas and eclipse the value and contributions of others. Their self-management can decrease to the point where sudden outbursts and raging are considered acceptable to them – as long as it is they who are doing the raging. Such a lack of relational skills can be extremely damaging to others and to the enterprise.

Conversely, the humble leader learns from criticism and admits mistakes. He empowers followers to learn and develop and listens to the perspectives of others to broaden possibilities. He holds employees responsible for results and takes his own personal risks for the greater good.

As we connect these dots, we can see how followers would be inspired to commit to a humble leader. Such an approach would create a positive and supportive culture. And within the organizational structure, when this is present, the employee body responds favorably as a whole, with greater commitment, engagement, productivity, creativity and innovation…all the things that a business needs to head successfully into the future.

Indeed, the benefits of humility on a large scale is exposed through Jim Collins’ research. In his book Good to Great, the author studied nearly 1,500 companies over 30 years. The companies he selected were considered of average or near average performance just prior to a transition. However, after the transition point, they outperformed the market by nearly three times over the 15 years that followed.

Collins asked why.

What was the difference in those that made this amazing shift – and those that did not? His researchers found two distinct characteristics among the leaders of these companies: humility and a steely determination to do the right thing for the company, no matter how painful.

What is your humility quotient? Ask yourself the following questions:

Do I recognize the value of others’ contributions?
Do I invite people to voice their ideas and challenges?
Do I seek feedback regularly and act on it?
Do I listen to various perspectives with the mindset of learning something new?
Do I admit my mistakes when I discover my behaviors or actions are faulty?
Do I change direction when I find I am leading down the wrong path?
Do I work for the good of the organization and not for myself?

Begin to refocus on the examples of great leaders such as Benjamin Franklin and Mahatma Gandhi. What about them can you emulate more?

Learn from great leaders such as George Washington, who admitted imperfection, but changed course. At a certain point in his career, Washington realized that his ambition outperformed his virtue. When he made the shift to a more humble leadership approach by serving others and the cause of justice, he changed the course of history.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.