Think & Create

by Chris Widener

One of the keys to success is to have successful relationships. We are not islands and we don’t get to the top by ourselves. And one of the key ways to grow successful in our relationships is to be “life-giving” people to others. Every person we meet, we either give life to or take life from. You know what I mean. There are people who encourage you and when you are done being with them you feel built up. Then there are others who you feel torn down by. Successful people are people who have mastered the art of building others up.

One of the ways we build people up is to praise them. There is power in praising people! Something begins to happen in them, in you, and in your relationship when you praise someone. Remember a time when someone told you something about yourself in a praising manner? It was great, wasn’t it? You probably liked that person more after they praised you, didn’t you?

Now I am not talking about praising people for the sake of praising people. I am talking about honestly looking for and praising positive character traits and actions of others around you. Don’t lie to people. If they have done something wrong, correct it, but when they do something right, praise it!

With that said, here are benefits of and ways to start praising people.

Benefits

* Your relationship grows. Life is about relationships. Family relationships, friends and co-workers. When we begin to praise people for their positive aspects, our relationships grow. It puts them, and us, on the fast track.
* Your leadership and influence grows. Who is going to have greater leadership and influence capacity in the lives of their followers, the one who tears down or the one who builds up?
* Stronger relationships and loyalty. When the person is appreciated and praised, they become fiercely loyal, because they know that you care for them, love them, and appreciate them. This will take you to success.
* Happier, more fulfilled people. I truly believe it is our job to build others up, and that they need it. It is a good thing to invest in the lives of others by praising and encouraging them. Even if we never get anything in return, it is the right thing to do to build up other people. Someone else will always come along to tear them down; the successful person will instill in them the power of praise!

Some Ways to Praise

Character traits
Is there someone you know who is joyful? Hard-working? Honest? Then let them know how much you appreciate that in them. You can do it with a word or a card, or a phone call. Say something like this, “You know, Tom, I think it is great that you are such a hard worker. It seems like you are always the first one here and the last one to leave. You really set a good example and I want you to know how much I appreciate that.” Simple!

Action
Same idea as above. “Sue, I don’t know if anybody else has told you this, but your work on the Johnson account was excellent. You have a wonderful ability to communicate the vision of the project, and that helps all the rest of us out in our roles and tasks. Thanks for that. It is greatly appreciated.”

Other ways you can show praise and appreciation is with a card, a gift or time off from work.

Make it your goal to praise at least five people a day. If you can, praise 10 people a day. Or perhaps you can try to praise everyone you come in contact with. It just takes discipline and a little work.

Any way you cut it, though, there is power in praising people. First for them, then for you!

Identify them

How can you retain your best employees if you do not know who they are? 

An easy way to do this would be to take a piece of paper and then write the names of perhaps twenty employees (at all levels) whose service is indispensable to the organization.After that, be proactive and do everything you can to keep them.

Most organizations take the easy way out by only taking action when a good employee puts in his/her resignation letter. These employees are only then told of how good they are and how valuable their services are to the organization. To make these employees retract their resignations, they are bribed with promotions and pay rises. Some may stay but if their concerns and grievances are not addressed, then it is most certain that they will put in their resignation letters within the next year.

Listen to the voice of your employees

Conduct organizational surveys so that the pulse of the organization can be monitored at all times. Get feedback on what is right and what is wrong in the organization from an employees point of view.

Don’t assume that you know.

Heed the results of exit interviews with departing employees as they provide valuable information you an use to improve the organizational working environment.

Appreciate and recognize your best employees

Time and time again, research has shown that people crave and yearn for recognition. People like to feel that someone appreciates the work they do. It is common therefore to walk through an office and see employees displaying items of recognition like a thank you card from a manager, a latter of appreciation from a customer, or an award.

In situations like these, sincere recognition can mean a lot more to staff than just financial incentives. A genuine pat on the back, given at the right moment, for the right reasons, and in front of the right people, can boost staff morale and commitment in many ways.

Never, ever  show appreciation only when people have put in their resignations. It’s then too late.

Ensure that your management team treats your best employees well

In a poll carried out by Gallop Organization, it was revealed that “what most employees want, more than anything else, is a good boss.” This was the most influential factor affecting both employee retention and performance. 

Curt Coffman, lead researcher at Gallup says that, “If you have a turnover problem, look first at your managers.” He adds, “People leave managers, not companies!”

It would be critical therefore that companies take a cold hard look at themselves and ask the question, “Are we doing enough to retain our best employees?”

Any organization is only as good as its best employees.

by Jim Rohn (excerpted from Cultivating an Unshakable Character)

For a leader, honesty and integrity are absolutely essential to survival. A lot of business people don’t realize how closely they’re being watched by their subordinates. Remember when you were a kid in grammar school, how you used to sit there staring at your teacher all day? By the end of the school year, you could do a perfect imitation of all your teacher’s mannerisms. You were aware of the slightest nuances in your teacher’s voice – all the little clues that distinguished levels of meaning that told you the difference between bluff and “now I mean business”.

And you were able to do that after eight or nine months of observation. Suppose you had five or 10 years. Do you think there would have been anything about your teacher you didn’t know?

Now fast forward and use that analogy as a manager. Do you think there’s anything your people don’t know about you right this minute? If you haven’t been totally aboveboard and honest with them, do you really think you’ve gotten away with it? Not too likely. But if you’ve been led to believe that you’ve gotten away with it, there might be a good probability that people are afraid of you, and that’s a problem in its own right.

But there is another side of this coin. In any organization, people want to believe in their leaders. If you give them reason to trust you, they’re not going to go looking for reasons to think otherwise, and they’ll be just as perceptive about your positive qualities as they are about the negative ones.

A situation that happened some years ago at a company in the Midwest illustrates this perfectly. The wife of a new employee experienced complications in the delivery of a baby. There was a medical bill of more than $10,000, and the health insurance company didn’t want to cover it. The employee hadn’t been on the payroll long enough, the pregnancy was a preexisting condition, etc,etc,..

In any case, the employee was desperate. He approached the company CEO and asked him to talk to the insurance people. The CEO agreed, and the next thing the employee knew, the bill was gone and the charges were rescinded.

Then he told some colleagues about the way the CEO had so readily used his influence with the insurance company, they just shook their heads and smiled. The CEO had paid the bill out of his own pocket, and everybody knew it, no matter how quietly it had been done.

Now an act of dishonesty can’t be hidden either, and it will instantly undermine the authority of a leader. But an act of integrity and kindness like the example above is just as obvious to all concerned. When you’re in a leadership position, you have the choice of how you will be seen, but you will be seen one way or the other, make no mistake about it.

One of the most challenging areas of leadership is your family. Leadership of a family demands even higher standards of honesty and integrity, and the stakes are higher too. You can replace disgruntled employees and start over. You can even get a new job for yourself, if it comes to that. But your family can’t be shuffled like a deck of cards. If you haven’t noticed, kids are great moral philosophers, especially as they get into adolescence. They’re determined to discover and expose any kind of hypocrisy, phoniness, or lack of integrity on the part of authority figures, and if we’re parents, that means us. It’s frightening how unforgiving kids can be about this, but it really isn’t a conscious decision on their part; it’s just a necessary phase of growing up.

They’re testing everything, especially their parents.

As a person of integrity yourself, you’ll find it easy to teach integrity to your kids, and they in turn will find it easy to accept you as a teacher. This is a great opportunity and also a supreme responsibility, because kids simply must be taught to tell the truth: to mean what they say and to say what they mean.

Praise is one of the world’s most effective teaching and leadership tools. Criticism and blame, even if deserved, are counterproductive unless all other approaches have failed.

Now for the other side of the equation, we all know people who have gotten ahead as a result of dishonest or unethical behavior. When you’re a kid, you might naively think that never happens, but when you get older, you realize that it does. Then you think you’ve really wised up. But that’s not the real end of it. When you get older, you see the long-term consequences of dishonest gain, and you realize that in the end it doesn’t pay.

‘Hope of dishonest gain is the beginning of loss.’ I don’t think that old saying refers to loss of money. I think it actually means loss of self-respect. You can have all the material things in the world, but if you’ve lost respect for yourself, what do you really have? The only way to ever attain success and enjoy it is to achieve it honestly with pride in what you’ve done.

This isn’t just a sermon, it’s very practical advice. Not only can you take it to heart – you can take it to the bank.

When you hear the word “coach”, what comes first into your mind? Do you picture a basketball team with a man/woman shouting out directions? Or perhaps a football team with a man/woman pacing to and fro and calling out the names of the players?

Coaching is no longer reserved to sports teams; it is now one of the key concepts in leadership and management. Why is coaching popular?

Coaching levels the playing field.

Coaching is one of the six emotional leadership styles proposed by Daniel Goleman. Moreover, it is a behavior or role that leaders enforce in the context of situational leadership. As a leadership style, coaching is used when the members of a group or team are competent and motivated, but do not have an idea of the long-term goals of an organization. This involves two levels of coaching: team and individual. Team coaching makes members work together. In a group of individuals, not everyone may have nor share the same level of competence and commitment to a goal. A group may be a mix of highly competent and moderately competent members with varying levels of commitment. These differences can cause friction among the members. The coaching leader helps the members level their expectations. Also, the coaching leader manages differing perspectives so that the common goal succeeds over personal goals and interests. In a big organization, leaders need to align the staffs’ personal values and goals with that of the organization so that long-term directions can be pursued.

Coaching builds up confidence and competence.

Individual coaching is an example of situational leadership at work. It aims to mentor one-on-one building up the confidence of members by affirming good performance during regular feedbacks; and increase competence by helping the member assess his/her strengths and weaknesses towards career planning and professional development. Depending on the individual’s level of competence and commitment, a leader may exercise more coaching behavior for the less-experienced members. Usually, this happens in the case of new staffs. The direct supervisor gives more defined tasks and holds regular feedbacks for the new staff, and gradually lessens the amount of coaching, directing, and supporting roles to favor delegating as competence and confidence increase.

Coaching promotes individual and team excellence.

Excellence is a product of habitual good practice. The regularity of meetings and constructive feedback is important in establishing habits. Members catch the habit of constantly assessing themselves for their strengths and areas for improvement that they themselves perceive what knowledge, skills, and attitudes they need to acquire to attain team goals. In the process, they attain individually excellence as well. An example is in the case of a musical orchestra: each member plays a different instrument. In order to achieve harmony of music from the different instrument, members will polish their part in the piece, aside from practicing as an ensemble. Consequently, they improve individually as an instrument player.

Coaching develops high commitment to common goals.

A coaching leader balances the attainment of immediate targets with long-term goals towards the vision of an organization. As mentioned earlier, with the alignment of personal goals with organizational or team goals, personal interests are kept in check. By constantly communicating the vision through formal and informal conversations, the members are inspired and motivated. Setting short-term team goals aligned with organizational goals; and making an action plan to attain these goals can help sustain the increased motivation and commitment to common goals of the members.

Coaching produces valuable leaders.

Leadership by example is important in coaching. A coaching leader loses credibility when he/she cannot practice what he/she preaches. This means that a coaching leader should be well organized, highly competent is his/her field, communicates openly and encourages feedback, and has a clear idea of the organization’s vision-mission-goals. By vicarious and purposive learning, members catch the same good practices and attitudes from the coaching leader, turning them into coaching leaders themselves. If a member experiences good coaching, he/she is most likely to do the same things when entrusted with formal leadership roles.

Some words of caution though: coaching is just one of the styles of leadership. It can be done in combination with the other five emotional leadership styles depending on the profile of the emerging team. Moreover, coaching as a leadership style requires that you are physically, emotionally, and mentally fit most of the time since it involves two levels of coaching: individual and team. Your members expect you to be the last one to give up or bail out in any situation especially during times of crises. A coaching leader must be conscious that coaching entails investing time on each individual, and on the whole team. Moreover, that the responsibilities are greater since while you are coaching members, you are also developing future coaches as well.

When you are at work, do you get frustrated because things don’t seem to be happening the way they’re supposed to be? You see people milling around but nothing gets accomplished. And in the daily hustle and bustle, do you feel that your goals remain just that – goals. Then maybe its time for you to stand up and do something about it.

Most people are content just to stand around listening for orders. And it isn’t unusual to adopt a follow-the-leader mentality. But maybe, somewhere inside of you, you feel the desire to make things happen – to be the head, not the tail. Then maybe leadership just suits you fine.

Some people believe that great leaders are made, not born. Yes, it may be true that some people are born with natural talents. However, without practice, without drive, without enthusiasm, and without experience, there can be no true development in leadership.

You must also remember that good leaders are continually working and studying to improve their natural skills. This takes a commitment to constantly improve in whatever endeavor a person chooses.

First of all, let’s define leadership. To be a leader, one must be able to influence others to accomplish a goal, or an objective. He contributes to the organization and cohesion of a group.

Contrary to what most people believe, leadership is not about power. It is not about harassing people or driving them using fear. It is about encouraging others towards the goal of the organization. It is putting everyone on the same page and helping them see the big picture of the organization. You must be a leader not a boss.

First of all, you have to get people to follow you. How is this accomplished?

People follow others when they see a clear sense of purpose. People will only follow you if they see that you know where you are going. Remember that bumper sticker? The one that says, don’t follow me, I’m lost too? The same holds true for leadership. If you yourself do not know where you’re headed to, chances are people will not follow you at all.

You yourself must know the vision of the organization. Having a clear sense of hierarchy, knowing who the bosses are, who to talk to, the organization’s goals and objectives, and how the organization works is the only way to show others you know what you are doing.

Being a leader is not about what you make others do. It’s about who you are, what you know, and what you do. You are a reflection of what you’re subordinates must be.

Studies have shown that one of the bases of good leadership is the trust and confidence your subordinates have of you. If they trust you they will go through hell and high water for you and for the organization.

Trust and confidence is built on good relationships, trustworthiness, and high ethics.

The way you deal with your people, and the relationships you build will lay the foundation for the strength of your group. The stronger your relationship, the stronger their trust and confidence is in your capabilities.

Once you have their trust and confidence, you may now proceed to communicate the goals and objectives you are to undertake.

Communication is a very important key to good leadership. Without this you can not be a good leader. The knowledge and technical expertise you have must be clearly imparted to other people.

Also, you can not be a good leader and unless you have good judgment. You must be able to assess situations, weigh the pros and cons of any decision, and actively seek out a solution.

It is this judgment that your subordinates will come to rely upon. Therefore, good decision-making is vital to the success of your organization.

Leaders are not do-it-all heroes. You should not claim to know everything, and you should not rely upon your skills alone.

You should recognize and take advantage of the skills and talents your subordinates have. Only when you come to this realization will you be able to work as one cohesive unit.

Remember being a leader takes a good deal of work and time. It is not learned overnight. Remember, also, that it is not about just you. It is about you and the people around you.

So, do you have the drive and the desire to serve required of leaders? Do you have the desire to work cooperatively with other people? Then start now. Take your stand and be leader today.