Tag Archive | integrity

This moment

IMG_1947This too shall come to pass!

Forbes Top 10 Qualities That Make A Great Leader

Having a great idea, and assembling a team to bring that concept to life is the first step in creating a successful business venture. While finding a new and unique idea is rare enough; the ability to successfully execute this idea is what separates the dreamers from the entrepreneurs. However you see yourself, whatever your age may be, as soon as you make that exciting first hire, you have taken the first steps in becoming a powerful leader. When money is tight, stress levels are high, and the visions of instant success don’t happen like you thought, it’s easy to let those emotions get to you, and thereby your team. Take a breath, calm yourself down, and remind yourself of the leader you are and would like to become. Here are some key qualities that every good leader should possess, and learn to emphasize.

Honesty

Whatever ethical plane you hold yourself to, when you are responsible for a team of people, its important to raise the bar even higher. Your business and its employees are a reflection of yourself, and if you make honest and ethical behavior a key value, your team will follow suit.

George Washington

As we do at Onevest, the crowdfunding platform for entrepreneurs and small businesses I co-founded, try to make a list of values and core beliefs that both you and your brand represent, and post this in your office. Promote a healthy interoffice lifestyle, and encourage your team to live up to these standards. By emphasizing these standards, and displaying them yourself, you will hopefully influence the office environment into a friendly and helpful workspace.

Ability to Delegate

Finessing your brand vision is essential to creating an organized and efficient business, but if you don’t learn to trust your team with that vision, you might never progress to the next stage. Its important to remember that trusting your team with your idea is a sign of strength, not weakness. Delegating tasks to the appropriate departments is one of the most important skills you can develop as your business grows. The emails and tasks will begin to pile up, and the more you stretch yourself thin, the lower the quality of your work will become, and the less you will produce.

The key to delegation is identifying the strengths of your team, and capitalizing on them. Find out what each team member enjoys doing most. Chances are if they find that task more enjoyable, they will likely put more thought and effort behind it. This will not only prove to your team that you trust and believe in them, but will also free up your time to focus on the higher level tasks, that should not be delegated. It’s a fine balance, but one that will have a huge impact on the productivity of your business.

Communication

Knowing what you want accomplished may seem clear in your head, but if you try to explain it to someone else and are met with a blank expression, you know there is a problem. If this has been your experience, then you may want to focus on honing your communication skills. Being able to clearly and succinctly describe what you want done is extremely important. If you can’t relate your vision to your team, you won’t all be working towards the same goal.

Training new members and creating a productive work environment all depend on healthy lines of communication. Whether that stems from an open door policy to your office, or making it a point to talk to your staff on a daily basis, making yourself available to discuss interoffice issues is vital. Your team will learn to trust and depend on you, and will be less hesitant to work harder.

Sense of Humor

If your website crashes, you lose that major client, or your funding dries up, guiding your team through the process without panicking is as challenging as it is important. Morale is linked to productivity, and it’s your job as the team leader to instill a positive energy. That’s where your sense of humor will finally pay off. Encourage your team to laugh at the mistakes instead of crying. If you are constantly learning to find the humor in the struggles, your work environment will become a happy and healthy space, where your employees look forward to working in, rather than dreading it. Make it a point to crack jokes with your team and encourage personal discussions of weekend plans and trips. It’s these short breaks from the task at hand that help keep productivity levels high and morale even higher.

PADSTOW, UNITED KINGDOM – APRIL 21: A small d…

At Onevest, we place a huge emphasis on humor and a light atmosphere. Our office is dog friendly, and we really believe it is the small, light hearted moments in the day that help keep our work creative and fresh. One tradition that we like to do and brings the team closer is we plan a fun prank on all new employees, on their first day. It breaks the ice and immediately creates that sense of familiarity.

Confidence

There may be days where the future of your brand is worrisome and things aren’t going according to plan. This is true with any business, large or small, and the most important thing is not to panic. Part of your job as a leader is to put out fires and maintain the team morale. Keep up your confidence level, and assure everyone that setbacks are natural and the important thing is to focus on the larger goal. As the leader, by staying calm and confident, you will help keep the team feeling the same. Remember, your team will take cues from you, so if you exude a level of calm damage control, your team will pick up on that feeling. The key objective is to keep everyone working and moving ahead.

Commitment

If you expect your team to work hard and produce quality content, you’re going to need to lead by example. There is no greater motivation than seeing the boss down in the trenches working alongside everyone else, showing that hard work is being done on every level. By proving your commitment to the brand and your role, you will not only earn the respect of your team, but will also instill that same hardworking energy among your staff. It’s important to show your commitment not only to the work at hand, but also to your promises. If you pledged to host a holiday party, or uphold summer Fridays, keep your word. You want to create a reputation for not just working hard, but also be known as a fair leader. Once you have gained the respect of your team, they are more likely to deliver the peak amount of quality work possible.
WATCH: Three Tips For Leaders Under 30
Positive Attitude

You want to keep your team motivated towards the continued success of the company, and keep the energy levels up. Whether that means providing snacks, coffee, relationship advice, or even just an occasional beer in the office, remember that everyone on your team is a person. Keep the office mood a fine balance between productivity and playfulness.

English: Think positive

If your team is feeling happy and upbeat, chances are they won’t mind staying that extra hour to finish a report, or devoting their best work to the brand.

Creativity

Some decisions will not always be so clear-cut. You may be forced at times to deviate from your set course and make an on the fly decision. This is where your creativity will prove to be vital. It is during these critical situations that your team will look to you for guidance and you may be forced to make a quick decision. As a leader, its important to learn to think outside the box and to choose which of two bad choices is the best option. Don’t immediately choose the first or easiest possibility; sometimes its best to give these issues some thought, and even turn to your team for guidance. By utilizing all possible options before making a rash decision, you can typically reach the end conclusion you were aiming for.

Intuition

When leading a team through uncharted waters, there is no roadmap on what to do. Everything is uncertain, and the higher the risk, the higher the pressure. That is where your natural intuition has to kick in. Guiding your team through the process of your day-to-day tasks can be honed down to a science. But when something unexpected occurs, or you are thrown into a new scenario, your team will look to you for guidance. Drawing on past experience is a good reflex, as is reaching out to your mentors for support. Eventually though, the tough decisions will be up to you to decide and you will need to depend on your gut instinct for answers. Learning to trust yourself is as important as your team learning to trust you.

Ability to Inspire
Creating a business often involves a bit of forecasting. Especially in the beginning stages of a startup, inspiring your team to see the vision of the successes to come is vital. Make your team feel invested in the accomplishments of the company. Whether everyone owns a piece of equity, or you operate on a bonus system, generating enthusiasm for the hard work you are all putting in is so important. Being able to inspire your team is great for focusing on the future goals, but it is also important for the current issues. When you are all mired deep in work, morale is low, and energy levels are fading, recognize that everyone needs a break now and then. Acknowledge the work that everyone has dedicated and commend the team on each of their efforts. It is your job to keep spirits up, and that begins with an appreciation for the hard work.

On being proactive

In his classic, 7 Habits of Highly Effective People, Steven Harvey asserts that proactive people focus their efforts on their Circle of Influence. They work on the things they can do something about: health, children, problems at work. Reactive people focus their efforts in the Circle of Concern–things over which they have little or no control: the national debt, terrorism, the weather. Gaining an awareness of the areas in which we expend our energies in is a giant step in becoming proactive.

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Instead of reacting to or worrying about conditions over which they have little or no control, proactive people focus their time and energy on things they can control. The problems, challenges, and opportunities we face fall into two areas–Circle of Concern and Circle of Influence.

Corporate Integrity: It Starts at the Top

I heard of a story about a gentleman who used to be affiliated with a construction company whose owner ordered the workers to cut corners in every way possible without getting caught. Some foremen were even chastised for taking extra care to do a good job. Did this philosophy work? No. The company did make money, but the employees who took pride in their work went elsewhere, leaving a workforce who simply was not trustworthy and a company which had a shady reputation.

When a new owner set a policy of always doing things right, the company slowly began to grow. Those who continued to cut corners were dismissed and a new vitality began to emerge as the employees felt good about themselves; they began to love their jobs and became proud of who they worked for. Guess what? This company continues to flourish today. Coincidence? I think not.

Individual Integrity: We Are All Accountable

Writer and speaker Nicky Gumble punctuates this truth in the following story:
A man named Gibbo used to work as a clerk for Selfridges. One day the phone rang and Gibbo answered. The caller asked to speak to Gordon Selfridge, who happened to be in the room at the time. When Mr. Selfridge instructed Gibbo to tell the caller that he was out, Gibbo handed him the phone and said, ‘You tell him you’re out!’ Gordon Selfridge was absolutely furious, but Gibbo said to him, ‘Look, if I can lie for you, I can lie to you. And I never will.’ That moment transformed Gibbo’s career at Selfridges – he became the owner’s most trusted employee.

Integrity, for Gibbo, was so deeply ingrained that he disobeyed his boss without hesitation. Yes, he might have been fired, but I am guessing that Gibbo wouldn’t have wanted to continue working there anyway. In this case, however, his integrity was instrumental to his ascent at Selfridges.

Why Integrity Works

It is no surprise that employees with integrity shine. They do not undermine their fellow workers, they work just as hard whether they are being watched or not, they can always be counted on to do their best, and they will be honest enough to admit it if they have made mistakes. They won’t pass the blame, but they will share the credit. They are an inspiration to others, creating a positive and upbeat work environment.
If you were in charge of hiring and networking, wouldn’t you dig beneath the surface of a potential employee’s resume to learn of their integrity? Of course you would. Therefore, if you are that employee, your services will be coveted, both when you are hired and for years thereafter.

How Are You Doing?
• Do you leave work early when there is no possibility anyone else will find out?
• Do you accept full responsibility (or your share) when things don’t go well?
• Do you share the credit when things go right?
• Do you confront wrongdoing, even if it means confronting a Team Leader/Manager?
• Do you hide legitimate income to avoid paying taxes on it (such as not reporting cash payments)?
• Do you claim tax deductions you can’t document?

Because we tend to be blind to our own shortcomings, I challenge you to ask a friend – one with integrity – to tell you honestly whether you are more like Gibbo or his boss.

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Leadership, a dangerous undertaking

In attempting to discuss the person of Jesus Christ in the context of leadership, it is important to specify that both historical accounts and structural records do not project Christ as a warm and fuzzy character that has come to be the theme of most sermons. Jesus Christ was and is the epitome of leading change.

Firstly, those involved in the process of leading change will tell you that it is one of the most difficult roles a human being can attempt. This is so because as human beings, we hate change even though admitting so is politically incorrect. So we resist moving from our comfort zones especially when the next zone does not guarantee comfort upfront.

So Jesus Christ introduces an ideology that challenges the established Jewish religious foundation while at the same time declaring himself the son of the living God. This makes his mission dangerous for itself and for him as the face of it.

See more at: http://www.spiritdominion.com

Organizational culture: an enabler or disabler?

Culture in the context of an organisation should be understood in the perspective of the setting it's in. In order to understand organisational context, it's important to see the organisations as communities. Using classical sociology as basis, there are two key cultural relationships in communities:sociability and solidarity. Sociability refers to effective relations between individuals who are likely to see each other's friends. They share ideas and values and associate with each other on equal terms. This represents relationships valued for their own sake. No real conditions are attached.

CultureSolidarity on the other hand, describes task focused cooperation between individuals and groups. It does not depend on close friendship or even personal acquaintance nor does it needs to be continuous. A perception of shared interest is enough to spark it which once in place solidarity can produce high levels of focus. To bring this home, if we were to ask someone to describe their ideal family, their would typically go straight to one where members like and love one another (sociability) and one that pulls together when times get tough (solidarity).

Thus, where there is high levels of sociability with low solidarity we find highly networked cultures. Most organizations fall into this category hence exhibiting such negative manifestations as clique formation, informal information exchanges that generally degenerate into dangerous rumour and gossip machines; friendly meetings that produce of talk but little action; and most importantly, considerable energy, especially among senior managers, that goes into organizational politics and making the right impression. There is more often than not managing upward rather than managing outcomes.

Most of us know or have read about these symptoms. Seeming perfect is the holy grail, with leaders seeking that out of their people which constantly makes people strive to impress the boss regardless of the consequences to individual relationships or team dynamics.

It is crucial for organisations to seek to have Hugh levels of solidarity and sociability. This keeps the team focused on common purpose while relating on a high trust basis.

Leadership is about generosity, not greed!

20140111-130505.jpg Revisiting your leadership approach is about looking at things through different lenses and from fresh perspectives. In that light, consider this: knowing when to say you have enough is also about being generous. When you push away from the table, you give others an opportunity to get a share of the pie. Using your size to gobble up everything in sight limits what others can do. Most corporate leaders are in a tough spot on this one, stuck between the rock of needing to make a living and the hard place of wanting to control their appetite. Watch that selfish appetite, it may be contrary to the role of leading others!

Leading, a smart undertaking

images (7)Leadership focuses on an envisioned tomorrow while enlisting others towards it through conviction and commitment. The art of leading others therefore also means if I forget the ultimate, I will be enslaved by the immediate. The old adage of focusing on important things in order to avoid being driven by urgent ones holds true in leading people.

If we accept that the art of leading others is about them rather than us, therefore it follows that leadership also means we lose our right to be selfish. A selfish leader is a misnomer indeed! When we abandon our highest priority, we lose our way and people suffer.

As such those of us that are entrusted with the custody of the leadership office need to always:

  • Consider our actions and take care to avoid contradiction with the vision we champion
  • That we work smart to ensure results in key areas of the business/organisation
  • Spend funds wisely and in areas that bring the best return
  • Always feel dissatisfied in our production and thereby constantly challenge ourselves to do better at all times

When leaders and people fail to maintain proper priorities, disappointment always results. Remember the paretto principle which says 80% of all output come from 20% of input. With the right priorities, 20% of our efforts will get 80% of the desired results. But with the wrong priorities, 80% of our effort will get 20% of the desired results.Priorities in leading people are not about working harder, but smarter. Getting the best out of your people and getting the best out of investment that has gone into the business, leading to happy stakeholders (colleagues, community and shareholders) is a very smart undertaking. In fact if anything, this is a responsibility that ought to be approached as a calling, the very purpose for leaders’ existence.

The perils of leading

CImageongruence in thought, word and deed is the root of all credibility in leading people. Its often said that people don’t only hear what we say, but observe what we do in line with what we say.

This makes the task of leading people quite risky as we can never really tell how we are perceived by others and therefore in a manner of speaking, “putting ourselves out there” could be in actual fact providing evidence that we cannot be trusted. For instance, a politician goes on a podium and declares that they care nothing about themselves, and all they do (including running for office) is driven by a deep sense of care for the people (something we hear all the time). They maybe saying that with the hope that they are convincing beyond shadow of a doubt. Furthermore, they maybe also hope that the audience does not include individuals who know facts that prove to the contrary.

No matter how upright a leader may strive to live their life, if they are genuine, there will always be self conscious: “did anyone see me last night?” “Does anyone in this audience recognize me from university days?” “Did people really believe that I meant everything I said?” “Will they support this new direction given the track record of the leadership team?” This constant struggle on the inside is the harsh reality that most leaders have to live with everyday: And so the wondering continues, day after day.

Beyond managing people’s perceptions, leaders (and people generally) often struggle with themselves as they attempt to manage what’s inside (thoughts, values, believes) against what’s coming out (words and deeds). Sometimes the internal world of thoughts is just not palatable for general consumption. This is because often what we think is uninhibited and uncensored as “no one will know”. Being ourselves in deed and in word, unleashing the inner voice will often times compromise us publicly. In other words, in our constant struggle for self preservation and being truthful, we justify the discord that results between who we are and who we say (and or act) we are. If we are to go with Gandhi ‘s line of thought in one of his most referred to sayings, “happiness is when what you think, what you say and what you do are in harmony” then most leaders (and indeed people) are not happy with their lot in life.

We do however; know that most great leaders were regarded as such because of the courage they displayed in standing for their convictions. So we go on admirably quoting and attempting to walk in the footsteps of Nelson Mandela, Martin Luther King, Marcus Garvey, Malcolm X, Abraham Lincoln, Winston Churchill and so forth often without due regard for the risks they took in standing for what society frowned upon. It is the clarity and complete mental resolute to stand by their convictions that made it easy for those in power to single them out and at times not only threaten their physical safety but often negotiate them out of their convictions.

Leadership therefore is about taking risks, by making oneself available for public scrutiny, assessment of congruence between who we say we are and who we really are. Those who choose to lead with deep understanding and appreciation of this perilous reality; knowing that leadership is never about the leader, but those they lead, are a rare breed indeed and society will continue to build monuments around their persons. What will society say about you when all is said and done?