Here's a real life situation of a manager providing general praise to a team member.
Manager's email to team member:
"Good job Jordan. Keep up the good work!"
Team member's verbal response to the email:
"Shut up jack a$$. I'm not on your fifth grade soccer team. I'm a professional."
There are two common and costly mistakes leaders make that can result in a loss of credibility and trust.
MISTAKE 1: Getting caught up in the Popeye Syndrome – “I am what I am.”
The implied message here is “I am the way I am and if you don’t like it, who cares?”
Have you ever respected any leaders whose words did not match their actions? Have you ever had respect for a leader who preached personal values, yet behaved differently?
The fundamental component of People-First Leadership™ is to Lead by Example. This is the core — the component that will either establish your credibility or kill it. Just remember: Lack of credibility will prevent you from earning commitment and trust from your team members. Without that, there is no leadership.
Having successful relationships in the workplace requires only three simple things:
- people who think exactly like you do.
- people who have the same exact needs as you.
- people who have a perfect history with you.
If you DON'T have these three things, then I'd consider you normal. And, if you do have these three things, they're likely to be accompanied by their three cousins - groupthink, mediocrity, and stagnation.
Experience first-hand the new Everything DiSC® 363™ for Leaders profile.
This isn’t just any 360.
Team in Name Only
- Unclear purpose, unclear agenda
- Individual egos, goals, and silos first
- Fear of debate, how others will react
- Meetings are a distraction from "real work"
- Avoid your peers
- Rely on leader to integrate, accountability
Rule #1: Do not avoid the difficult conversations. Your people will know, and you'll lose credibility in their eyes.
Rule #2: Everything you communicate can be done in a way that maintains or enhances a team member's self-esteem.
Rule #3: Own your feedback. Stop saying "we" think and start saying "I" think.
Rule #4: Ask for input.
Rule #5: Communicate what you know and what you don't know.
Hold each other accountable. Don't wait for the boss. It takes too long and generates politics.
Find your singularity of purpose. If you can't initially, raise it up a level.
What are you hoarding?
Time management should be more about what you will stop doing instead of doing what you currently do more efficiently.
Follow up, even if you don't observe the behaviors.
Did you do what you committed to doing in that meeting?
Step out of your comfort zone and into your learning zone, without overstepping.
Go directly to each other with issues - in person.
Give each other the benefit of the doubt.
Keep the overall team/organizational focus in mind when making decisions. Get rid of the ego.
Work on the most important things first.
Acknowledge your progress. Be aware of what's slowing you down.
Recognize that there may be more than one way to accomplish something. Be open.
Enough planning and talk. Start moving. Then adjust.
What should your team focus on that no other team can?