People join companies but they leave managers!

Posted on March 05, 2009 by Ronald T. Brown, Ph.D.

Ever wonder why people choose to come, stay or leave?

** Research by Gallup has discovered an interesting fact regarding employees and the organization in which they work:

“At Gallup, we have done some research that shows that 16% of the US Working Population is Actively Disengaged. This means that on average, 16% of the people in your company are actively working to destroy the culture you are trying to create. Another 55% are stuck in neutral (not engaged). They are waiting for someone to give them a push. Finally, 29% are really into what they are doing (Engaged). Our research has also told us that there is one major factor that makes all the difference in improving this environment - it is the manager of the workgroup. Bottom line… People join companies but they leave managers.“
- George Amgler, Gallup

** Are people leaving you?

Breaking the Apathy Barrier

Posted on March 02, 2009 by Ronald T. Brown, Ph.D.

Four Barriers to Reaching Our Potential:

1) Lack of Belief. Many people do not believe they can achieve, or become more ”successful” (in whatever way they define the term.) Many individuals do not believe they can expand their capabilities and capacity much more - and if they do not believe it, they will not set out to do it.

2) Lack of Knowledge. Knowledge is a key ingredient to reaching our potential in life, yet what keeps some people from learning is they no longer access new types of knowledge. Such new knowledge can come from a variety of experiences, books, people, and other “knowledge dispensers” - but we must regularly tap into those sources of knowledge.

3) Lack of Desire. Some people simply do not have a desire to continue their growth. They have become lazy, or may not see the positive impact that continued learning could have on their life and future. They have killed their passion to grow and learn.

4) Lack of Hard Work and Self Discipline. Reaching our potential is hard work and takes a lifetime to master/achieve. It is an ongoing discipline that is never fully completed.

** Are you doing the hard work, and exhibiting the discipline, needed to grow in the various areas of your life? Are you doing the hard work to expand your mind and skills? It is easy to get lazy and coast in life - but instead we must love and master the challenge of continual growth.

21 Reminders

Posted on February 26, 2009 by Ronald T. Brown, Ph.D.

The following are 21 habits that will help you become a more relationally effective and influential leader. While taking only a few minutes to read, some on the list will take a lifetime to learn:

1) Don’t criticize, condemn or complain

2) Give honest, sincere appreciation

3) Arouse in the other person an renewed desire to grow and reach their potential

4) Become genuinely interested in other people

5) Smile

6) Remember that a person’s name is to that person the sweetest and most important sound in any language – take time to learn and remember names

7) Be a good listener. Encourage others to talk about their interests

8) Make the other person feel important – and do it sincerely

9) The only way to get the best of an argument is to avoid it

10) Show respect for the other person’s opinion. Never say, “You are wrong!”

11) If you are wrong, admit it quickly and emphatically

12) Begin all conversations in a friendly way

13) Allow the other person to feel an idea is his or hers

14) Try honestly to see and understand the other person’s idea and desires

15) Begin conversations with praise and honest appreciation

16) Talk about your own mistakes before discussing the other person’s – and do so privately

17) Praise the slightest improvement and praise every improvement

18) Give the other person a fine reputation to live up to

19) Use encouragement. Make the fault seem easy to correct

20) Get all the facts first

21) Cooperate with the inevitable

**From Dale Carnegie’s book, “How to Win Friends and Influence People”

The World’s Best Boss

Posted on February 22, 2009 by Ronald T. Brown, Ph.D.

The “best” kind of leader is someone who inspires, motivates, energizes and unites, while generating loyalty and producing sustainable results. In his article for Toastmaster magazine, Victor Parachin offers 10 guides on how to be that kind of leader: 


1. Give more than others give to you.
Regularly ask yourself…How can I give more to those around me? What can I do to lighten their load? Who can I mentor? How can I go the extra mile for someone else?

2. Combine optimism with perseverance.
Others who observe this balance in your leadership will not only feel inspired, but will be motivated to do the same.

3. See everyone as a diamond in the rough.
One of the most important things we need to understand is that everyone… everyone, is a diamond in the rough.

4. Express appreciation; accept responsibility.
Sadly, some leaders are quick to accept credit and even quicker to assign blame to someone else. The best leaders reverse this pattern.

5. Keep your ego in check.
Lead with a posture of humility. Joey Cheek won an Olympic gold medal for speed skating. Shortly afterward, he was asked what he learned from winning the gold. His answer is instructive: “I’ve seen the world and met amazing friends through my sport. But it’s not that big a deal. I mean, I skate around the ice in tights. What is important is what I do off the ice.”

6. Show sincere respect for the people around you.
Your daily words and simple actions show how much you truly value those around you.

7. Treat team members with respectful love.
Remember the importance of a personal touch.

8. Be a consistent source of inspiration.
Help those around you to expand, enlarge, grow and do more than they ever thought they could do.

9. Stress cooperation, not competition.
Knute Rockne, the famous American football coach, led his team to many victories by stressing cooperation among teammates versus competition.

10. Maintain your sense of humor.
No one enjoys being around someone who is rigid and unable to laugh or enjoy life. No matter how daunting or serious your work, do it with a sense of lightness, merriment and appropriate humor.

He Never Made An Excuse

Posted on February 18, 2009 by Ronald T. Brown, Ph.D.

“He who is good at making excuses is seldom good for anything else.”  - Benjamin Franklin

As I have pondered the life of Jesus lately, it suddenly hit me that we have no record of Him ever making an excuse.  He never made an excuse about why something happened, or did not happen.  Though he struggled with the same fears and temptations we all face – he never complained, or created reasons to explain something away.

Then, when I read the first few pages of the Old Testament – when I look at the very first conversation ever recorded – I find possibly the first excuse ever made. When God confronted Adam regarding why he had eaten the forbidden fruit – Adam responds, “The woman you put here with me - she gave me some fruit from the tree, and I ate it.” (Genesis 3:12) And then when God turned to Eve and asked why she had eaten the fruit, she gives a simliar response, “The serpent deceived me, and I ate.”

While excuse making is nothing new, High Level Leaders do not have a habit of reverting to this type of mindset.  Go deep into your study of people…you will find the more successful the person, the less inclined they are to make excuses.  “People with mediocre accomplishments are quick to explain why they haven’t, why they don’t, why then can’t, and why they aren’t.  Successful people could make these excuses, but they don’t.” (Dr. David Schwartz)

While high level leaders may be temped to make an excuse to alleviate some responsibility, they instead choose remain accountable to the truth.  They remain courageous and face up to their responsibility, while honestly assessing the events around why something did, or did not, happen. 

** Think of the last excuse you made – What fear or issue caused you to go there?

Aging Well

Posted on February 10, 2009 by Ronald T. Brown, Ph.D.

How to Age Well.

**

8 Marks of a Mature Individual/Leader

:

1) They have made the “shift” from

Mistrust

to

Trust

.
When building a team, sustaining relationships, or establishing long-term clients – the ability to build mutual trust is critical.  Mature individuals are able to develop and maintain trust.  While not blind to issues, they trust others, teammates, staff, systems, …

Q: People who have not developed this trait tend to be what?  (Control Freaks – instead of building trust, they try to control others.)

2) They have made the shift from

Controlling

to

Self-Control

.
Immature people have a need to control others and situations (relates to their inability to trust) – while the mature have developed a strong sense of self-control and autonomy.  Mature leaders instead focus on controlling themselves – their passions, desires, frustrations, health, …

Q: People who have not developed this trait tend to do what? (Make Excuses)

3) They have made the shift from

Waiting

to

Taking Initiative

.
Mature leaders do not wait their “ship to come in.”  Instead they have chosen to swim out to meet it.  The courage to consistently take initiative is the sign of a maturing leader and person.  They have begun to master their fears, and have done away with a victim’s mentality.

Q: People who have not developed this trait tend to do what? (Complain – they are such the victim.)

4) They have made the shift from

Self-doubt

to

Self-Confidence

.
Everyone struggles with self-doubt.  No one is an exception – but maturing individuals are self-aware, and have come to peace with who they are, and how they have been created by God.  They understand their strengths and weaknesses; are at peace with what they have found – and have found ways to leverage who they are to help them succeed in life (however they define the term.)

Q: People who have not developed this trait tend to do what? (Believe the glass is half empty.)

5) They have made the shift from

Confusion

to

Clarity

.
Related to the last point, mature individuals know who they are – and know who they are not.  If asked, they can quickly answer the questions: What are your strengths?  What are your dreams?  What are your values?  Immature people only have a vague answer to “deep” questions like these.  They may have some ideas, and wishes, yet mature people have concrete clarity regarding who they are, and what they want to do.

Q: People who have not developed this trait tend to? (Be followers)

6) They have made the shift from

Isolation

to

Intimacy

.
The ability of an individual to authentically care for another person (with no strings attached) is a clear sign of maturity.  Individuals who have not acquired the ability to move past their fears and pride to experience (non-sexual) intimacy will always feel alone in this world.  The ability to build authentic and intimate relationships with key individuals is one of the major deterrents against loneliness and depression.
Q: People who have not developed this trait tend to? (Wear a mask)

7) They have made the shift from

Self-Centeredness

to

Wholeness

.
Immature people are preoccupied with their own needs and comforts – as opposed to being concerned about the wellbeing of others (who are NOT in their immediate circle of friends and family.)  Mature people care.  They care not only for those closest to them, but also for the hurting and needy as well.

Q: People who have not developed this trait tend to be? (Defensive)

8) They have made the shift from being influenced by their

Passions

to their

Integrity

.
Integrity can only be built over time… but can be lost in a minute.  Maturity is developed when an individual can maneuver through the difficulties of life while consistently doing the right things.  Immature individuals too often give into their passions and vices.  They much too often take the easy way out.

Q: People who have not developed this trait are forced to? (Hide)

Why Do People Follow?

Posted on February 05, 2009 by Ronald T. Brown, Ph.D.

If you want to lead, it is critical to know what your people need and expect from you. To explore why people choose to follow, Gallup conducted a formal study to explore this topic. The study revealed that followers have a very clear (and common) picture of what they want, and need, from their leaders.

** The study revealed 4 basic needs that followers have – they are TRUST, COMPASSION, STABILITY, and HOPE. Lets explore each of these a little deeper:

TRUST – Followers will not tolerate dishonesty. At any level, trust is the “do or die” foundation for leading effectively. Gallup found that when there is a high level of trust in the leader, the organization’s speed and efficiency greatly increases. Another striking observation was how little successful teams talked about trust, while the topic of “trust’ dominated the discussion of struggling teams.

COMPASSION – Successful leaders clearly care for each of their employees. Gallup found that when a companies employees “feel” cared for, they are 1) Significantly more likely to stay with the organization, 2) Have many more “engaged” customers, 3) Are substantially more productive, and 4) Produce more profits for the organization.

STABILITY – Followers want a leader to provide a solid foundation. At a company-wide level, nothing creates stability as quickly as transparency. Followers need a sense of confidence about where their career is headed, and how the organization is doing financially.

HOPE – This higher level need has an interesting challenge; it appears that followers want stability in the moment - and hope for the future. Hope gives followers something to look forward to, and it helps them see a way through the chaos and complexity. If as a leader, you are not creating hope and helping people see the way forward, chances are, no one else is either.

 

THE MASTER SKILL OF SUCCESS…

Posted on February 02, 2009 by Ronald T. Brown, Ph.D.

Setting and writing down your goals is what Brian Tracy calls the “Master Skill of Success”. He writes:

“Developing this skill will do more to ensure your success than anything else you could ever do. In twenty-five years of study and experience, I’ve come to the conclusion that success equals goals, and all else is commentary. Intense goal orientation is an essential characteristic of all high-achieving men and women… It is not possible to realize even a fraction of your potential until you have learned how to set and achieve goals…”

But it can't stop with only writing them down… your goals must be carried with you and reviewed daily.

In his book “The Success Principles”, Jack Canfield shares when Olympic decathlon gold medalist Bruce Jenner asked a roomful of Olympic hopefuls if they had a list of goals, everyone raised their hands. When he asked how many had their list with them at that moment, only one person raised their hand. That person was Dan O’Brien. And it was Dan O’Brien who went on to win the gold medal in the decathlon at the 1996 Olympics in Atlanta.

Do not underestimate the power of writing down your goals and reviewing them every day. Reviewing your goals daily will cement them into your mind and embolden you to take steps away from your comfort zone, and out toward your dreams - whether your goal is an Olympic medal, starting a business, becoming physically fit, or another vision that is pounding in your heart.

A Captain Is Only As Good As Their Team

Posted on January 28, 2009 by Ronald T. Brown, Ph.D.

“If you spend your life trying to be good at everything, you will never be good at anything.” – Tom Rath

Trying to be good at everything will make you mediocre at everything, and leaders who try to be competent in many areas, become only moderately effective overall. In order to be consistently effective in their role, a leader needs to understand, and focus on consistently using their unique God given strengths and abilities.

“A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at her disposal. What great leaders have in common is that they each truly knows his or her strengths – and can call on the right strength as the right time. This explains why there is no definitive list of characteristics that describe all leaders.” – Robert Clifton

** So if highly successful leaders are only good at a few things – how do they consistently produce high quality results in over a broad range of issues?

The Answer… Effective leaders recruit, and build, effective teams. They surround themselves with talented individuals who have complementary strengths that balance those of the leader.

Research has shown that highly effective teams have 4 overarching strengths – and while no one individual will possess all of them – these four overarching strengths need to be evident in the team as a whole. These 4 overarching strengths are:

1. EXECUTING – Individuals with this strength know how to make things happen.
2. INFLUENCING – These individuals help the team appeal to a much broader audience – selling the team’s ideas to various executives, clients and stakeholders.
3. RELATIONSHIP BUILDING – These people posses the essential glue that holds teams together. They help the team reach a level that is greater than the sum of its parts.
4. STRATEGIC THINKING – These team members are the ones who keep the team focused on future possibilities. They help stretch the team’s thinking and guide it toward making the best decision.

** Though an individual need not be “well-rounded” – a team does!

 

The Unseen Real

Posted on January 23, 2009 by Ronald T. Brown, Ph.D.

A fundamental quality of effective leadership is to be able to see, and then embrace, what is yet actually real. For it is in this quality that the seeds of a hopeful future are planted, watered and later realized.

Unfortunately, leaders can go for months without being conscious of the yet “unseen” potential or possible reality. Thus they start to loose hope, and fail to infuse ongoing optimism into their people and organization.

The following Spiritual truth applies not only to one’s faith, but also to leadership:

“It is especially easy for people to regard the supernatural world, and it’s activities, as somehow less real than the world they behold with their senses. As twentieth-century Christians, we live in a materialistic age in which our methods of learning are based on visible and logical methods. The presuppositions of these methods have misled and blinded many individuals to the deep truths of God, and the Unseen Real.” (Leanne Payne, Listening Prayer.)

Scripture also teaches us to “fix our eyes not on what is seen, but on what is unseen.”  In many ways, leadership is all about reaching out toward the unseen. Therefore, each day, a leader needs to take time to reflect and envision the unrealized potential in themselves and their organization – and then make the choice to believe in, and step toward that potential. This is not always easy, but that is what you are paid to do… otherwise, this role needs to be given to someone else who is willing to step up to the plate.

How about you? Is believing in, and embracing, the “unseen” evident in your leadership? If not, take some time away to rekindle your hope in the future.

** This New Year, as you look toward the future, seek to discern and bring into reality new possibilities for your employees and organization.  Continually fix your eyes on what is still unseen – and then lead in that direction.