Blog - Page 32 of 60 - Wheeler Coaching Systems

Jun

2020

Leadership Care or Treatment?

I was talking with a friend of mine in the medical field and the idea of care versus treatment came up. When I heard that idea it made me think about how we lead.

Allow me to provide a little context. A doctor who is providing care is creating an environment that often is proactive in nature. Think of your annual physical.

On the other hand, a physician who is providing treatment is responding or reacting to a problem. Think of an emergency room physician or a sick visit at your regular doctor.

As leaders we can do the same.

Leadership Care

I have had the opportunity to spend time around multiple sport coaches and see various leadership styles. One coach I remember intentionally took time at the beginning of every practice to invest into his players. He would provide them with a notebook and they would discuss specific traits that made a good player.

The next part of his practice was focused on the fundamental skills necessary to excel. This combination consistently provided high performing teams. This coach understood how to provide leadership care. He knew if he focused on the daily disciplines combined with a greater purpose he would get increased results.

Leadership Treatment

Some organizations regularly operate by this method. They tend are reactive instead of proactive. Imagine if firefighters never did training exercises, but waited until there was an actual fire. How effective would they be?

There are times when as leaders we must react and deal with a problem that has been thrust upon us, but then we are engaging in squeaky wheel leadership. You know if you lead by this treatment method because you feel constantly stressed and behind. A treatment-based leadership mindset is constantly reactive in nature.

Stephen R. Covey in his classic book The Seven Habits of Highly Effective People states:

“what matters most is how we respond to what we experience in life.”

This ability to respond instead of react requires us to step out of the treatment mode long enough to think into the leadership challenges we face and move forward judiciously.

Treatment is necessary because problems and emergencies need attention, but the more proactively we lead, the more effectively we will think ahead and provide care to those we lead. Transformational leaders see the bigger picture before others and can call people to join them in that journey. This is leadership care at its best.

What ways do you function in leadership care mode? Please share. Are you stuck in treatment mode and need someone to come alongside you to help you think into how to be more proactive in your leadership? If that is you contact me for a no cost thirty minute thinking partner session. In the meantime. Lead well.

May

2020

Memorial Day Leadership

Freedom and heroes. When I think of Memorial Day, a day to remember those who gave their lives so we in the United States could have freedom, these are the words that come to mind.

Yes, these are the soldiers who have voluntarily given their lives so those of us who did not serve may have the freedoms we experience. There are more. Those who daily serve our communities keeping us safe and free from harm.

Those who run toward harm to save lives, protect lives, and heal lives. For these people I have created this hoping to encourage everyone to be a hero by being a leader for what is true, noble, just and right. The musician Bob Dylan put it well when he said:

“A hero is someone who understands the responsibility that comes with his freedom.”

As you read these thoughts, put aside all political or other opinions and ask yourself one question: how can this help me be a better leader at work, at home, or in my community today?

“Freedom cannot be bestowed; it must be achieved.”

Franklin D. Roosevelt

These words come from a man who lost much to Polio. This did not prevent him from experiencing as much freedom as possible and leading a nation to fight for its freedom amidst the threat of great tyranny. As leaders we must continue to fight for the freedom we and those we lead experience.

“My fellow Americans, ask not what your country can do for you, ask what you can do for your country.”

John F. Kennedy

I find myself often feeling I deserve certain privileges or experiences. I have those because of others before me and as a leader I can blaze a path to achieve greater freedoms for others if I am willing to serve others before myself.

“Our nation owes a debt to its fallen heroes that we can never fully repay, but we can honor their sacrifice.”

President Barack Obama

As a leader I get trapped in my own agenda and fail to honor those around me. What do we need to do as leaders to honor those who sacrifice in big and small ways for the freedoms we experience?

“Let every nation know, whether it wishes us well or ill, that we shall pay any price, bear any burden, meet any hardship, support any friend, oppose any foe to assure the survival and the success of liberty.”

President John F. Kennedy

Adversity can be a leader’s constant companion. Leaders are problem solvers. Just as those who have fought for our freedoms have paid the ultimate price, supported one another, met hardship, and opposed enemies; leaders must do the same in pursuit of their noble, just, and right vision.

“Whether we observe the occasion through public ceremony or through private prayer, Memorial Day leaves few hearts unmoved. Each of the patriots whom we remember on this day was first a beloved son or daughter, a brother or sister, or a spouse, friend, and neighbor.”

George Bush

Leaders must remember people. How easily we become enamored by the goal and forget the sons, sisters, spouses, friends and neighbors we lead. Without the people and appreciating their sacrifice there would be no leader. As leaders one of our top goals is to add value and value those we serve.

“I don’t have to tell you how fragile this precious gift of freedom is. Every time we hear, watch, or read the news, we are reminded that liberty is a rare commodity in this world.”

President Ronald Reagan

Thank you those of you who lead and serve in our military and for the freedom you have provided and continue to provide for all of us in this nation.

“Peace is the real and right memorial for those who have died in war.”

President Richard Nixon

Lead Well.

May

2020

Leading Into the Next Normal

I was scrolling through LinkedIn one day and saw an individual’s post sharing the phrase “next normal” versus “new normal.” As many transition back to work, we must recognize it will not be the same as we knew before. This transition creates an additional challenge for leaders.

If you are the top leader in an organization chances are you are a goal oriented and have a lean toward action. Not only that, but many of your key leaders may have similar tendencies expressed through their personal styles. Allow me to share a few ideas to keep top of mind as team members transition back into an environment different than what they left.

Flexibility

The present circumstances have provided an opportunity for leaders to grow in this area. Another word for this idea is resilience or the ability to adapt and adjust to change which is a daily occurrence right now. The next change element will involve re-engaging those they lead as the next normal is introduced.

During this transition leaders must create an atmosphere of resilience. Dr. Kathleen Smith suggests¹:

“The most resilient people see change as an opportunity rather than a monster to fear.”

In order to create an atmosphere of resilience leaders can begin to engage in the next two practices.

Boundaries

Effective leadership has always required clear expectations. During transition these expectations need to be expressed as clearly as possible. Here are a couple expectations to consider:

What are your expectations of workflow? Clearly defining the outcome you want from those you lead will create a clear boundary and eliminate unnecessary ambiguity. In times of transition clarity provides security. Complete clarity may not be possible but providing as much as possible with appropriate transparency when there is ambiguity will help any anxious team members.

What are your physical attendance expectations? If you have clarified the outcomes you desire this will help establish team expectations related to their time on-site versus virtually or other work force standards.

Communication

I realize this one should be obvious for any leader, but the reminder may be necessary. While leading in a time of constant change urgent matters receive the greatest attention. As the leader take time to not just talk, but connect and listen to your team. Slowing down to connect will enable you to get the pulse of your tribe and help determine necessary adjustments in internal strategy.

Pressure can be very high during these times but taking time to ensure a healthy culture that is productive and people who feel cared for will ultimately lead to serving others better and improve the ultimate desired results.

I hope these have challenged you to think into your focus as transition occurs. What is one action step you need to take? If I can help you in any way, please contact me at randy@wheelercoachingsystems.com for a thinking partner session. Lead well.

May

2020

Control or Let Go as a Leader?

I was watching part of the movie Finding Nemo with my boys. I had been frustrated that day wanting something of value to write in this blog. Nemo’s dad, Marlin, and Dory are inside the whale and an intense conversation occurred.

Marlin was holding on to Dory preventing her from falling into the throat of the whale when Dory said something critical. “It’s time to let go, everything is going to be alright.”

Isn’t this the tension leaders continually have? In times of adversity or crisis this tension is felt even stronger.

Letting Go

What is it we are holding onto? I can think of multiple times in life where I wanted to hold onto the past because it was safe, familiar, and comfortable. What is familiar may not be what is best. In times of adversity and change we often must let go of the familiar to move toward the next normal.

What is safe may simply be comfortable. I remember a nineteen-year-old car I drove that was comfortable, but many would have questioned the safety. When I finally let go of that car the next normal was much better. The question is what do we need to let go of to embrace the next and oftentimes better normal?

Holding On

I would suggest often what keeps us holding on is the desire for control. We want to feel in control. This is a way we deal with our own fears or insecurities. The fear of the unknown is one of the greatest.

Ed Catmull, co-founder of Pixar, in his book Creativity Inc discusses fear and its relationship to trust which I would suggest is a key to what keeps us holding on. He says:

“Fear and trust are powerful forces, and while they are not opposites, exactly, trust is the best tool for driving out fear.”

In order to let go we have to be able to trust others. In the movie Marlin had to let go of trying to protect his son and trust that Nemo was capable. In leadership we often must let go of the need to have it done our way and fear that it won’t be done right. Instead, trust those we lead will accomplish the goal we defined.

Courageously Move Ahead

That which Marlin feared greatest . . . the unknown ocean, was what he had to face to reach the goal of saving his son. In order to move ahead into the unknown, leaders often must face what they fear. Marlin had one thing we all must have to succeed as leaders.

Community.

All along the journey he had Dory by his side and many others along the way who helped him reach his destination. As we lead courageously into the unknown, we need those around us who will be thinking partners and support to keep moving ahead.

What about you? Is there something you are attached to that is holding you from moving ahead into the unknown and leading to your full potential? Who is around you to help you lead in trust and not fear? If I can help you in any way, please contact me. In the meantime, lead courageously and lead well.

May

2020

Giving Vision to Those Without It

I was sitting in the office across from a woman with calm, quiet confidence, and strength. This woman had spent part of her career in various hospital systems and then pivoted to non-profit fundraising. Arvetta Jideonwo’s present role is the Executive Director of the Bosma Visionary Opportunities Foundation.

I met Arvetta at a fundraising breakfast where I was able to see firsthand the amazing work of Bosma Enterprises to meet its mission of creating opportunities for people who are blind or visually impaired. During our time together she shared with me a few of the principles she applies in her leadership.

Lead from a Team

Arvetta may have the title and the position of leader, but she is fully aware success is based on the team’s efforts. She wants to be “in the dirt with them”, but not in the weeds. What does this mean?

As the leader her role is to encourage her team members and by helping them know she is with them on this journey. Taking time to understand their needs and situation helps her to create an encouraging atmosphere. Finally, she asks a question that helps her team know she is with them, but will not get in the “weeds” and do the work for them.

“How can I help to support you in reaching the goal.”

Create a Safe Environment

This leader strives to create a safe environment for communication and constructive feedback. In order to learn more, she provided some of the strategies she has found helps create this.

After action meeting – the post event debrief to determine what was good and what needs improvement
Survey attendees – this layers on top of the first step and provides an objective method for gaining feedback
Asking for feedback – when a decision needs to be made or strategy is be determined Arvetta will gather feedback from her team and compile that feedback to share to those who lead her
Honesty – instead of creating mental stories which lead to unfounded rumors she strives to maintain a culture where people can provide unsolicited feedback without fear

These practical steps help create a culture of safe and open communication in her organization.

Servant Leadership

You may be familiar with this concept, but I asked for her definition. She described it as “willing to lead and willing to follow.” Many leaders face the challenge of knowing when and how much control to let go of and trust others with. Some leaders fail to figure out how to navigate this tightrope and it ultimately negatively impacts them and their organization or team.

Arvetta wants to get out of the way and “let her staff shine.” I would suggest this creates an atmosphere to multiply leaders and not just add followers as John Maxwell discusses in his book The 21 Irrefutable Laws of Leadership. Not only does this develop leaders, but it frees her up to think strategically and set the vision for the organization’s growth.

Arvetta is not a woman who sits behind the desk and gives orders. She is among her people leading through serving. One of her biggest principles that she strives to implement is creating a safe environment for continuous improvement where healthy conflict and failure are permitted in the context of learning and growth.

So how are you leading in these areas? What can you do today to come alongside and serve your team as the leader and create a safe environment for communication? Need help with that? Contact me so we can discover any way I may be able to help. In the meantime, lead well.

Apr

2020

Leadership Questions During Adversity

“We need to curb our egos and ask questions, even at the risk of looking foolish.” John C. Maxwell

Have you ever sensed you needed to ask a question but were concerned about looking foolish? During difficult times we may think we must have all the answers as the leader but is that necessarily true? I was curious about this so I asked one of my mentors that I have access to through The John Maxwell Team.

I have the opportunity to learn from multiple mentors as a part of The John Maxwell Team. Recently I was on a question and answer call and asked Mark Cole, CEO of the John Maxwell enterprise a question. My question was not profound, but rather simple. . . . I asked him what questions he is asking himself as a leader. I want to share his answer with you to stimulate your leadership thinking.

How do I balance business dynamics with value dynamics?

In our present environment this is a unique challenge. I still need to grow my business and provide for my family, but how do I do this in a manner that adds value and is sensitive to the present individual and organizational economic realities? No matter your business you want to add value to people and provide a service or product that meets a relevant need, but must be profitable to continue to provide that service or product. What are you doing right now to balance these dynamics?

Am I operating in fear?

When we are in crisis a couple possible motives can drive us: fear or hope. Fear can cause us to make decisions that can increase our anxiety and the anxiety of those we lead. I find when I am operating in fear, I also try to control I cannot and put people as a lower priority. This desire for control and fear need to be replaced with trust and faith that as I do the right thing my decisions will be clearer and I will consider people first.

When can I begin to see the future?

In a time of great uncertainty such as we are presently experiencing this question is difficult to answer. As leaders we want to see more and see it before others so we can keep our team and organization moving forward. Right now, in light of so many uncertainties thinking too far ahead may not serve the organization well, so he has asked his key leaders for a 75 day plan. When the time is right, he will be able to look even farther. As many leaders are doing right now he too is figuring out how to lead while being personally mentored by John Maxwell through the process.

I realize this post did not give you concrete solutions, but my goal was to help you think into your leadership. You want to be a great leader and that requires asking great questions as no effective leader has all the answers. If you need a thinking partner to help you think into your leadership during this time contact me for a 30-minute thinking partner session at no cost. Lead Well.