Managing Employee Relationships: Achieving Results Through Others

Vicki Noel

(12/21/14)

What are the barriers to doing this?

Have you ever heard or uttered the phrase “if you want something done right, you might as well do it yourself?”  At some point in every leader’s journey this kind of thinking has been our cop out.  Many leaders get promoted to their roles because they are excellent performers on the front-line.  We’ve gained confidence from this and in some cases have defined ourselves by our competence and our ability to produce individual results. This self-importance view can block from our minds the need to share with others what result we are seeking and from translating into action what we expect.

Why is this important to do anyway?

Leadership exists to produce results.  Period.  Some of those results can be achieved by you as an individual.  But it is neither practical nor possible to do it all and achieve sustainable results.  You need your team of people and other connected stakeholders to work with you to achieve results.

How can you do it?

  1. Be crystal clear about the results you are being paid to achieve.  It is so easy to bog your day down with “comfort tasks.”  Like comfort food, doing these tasks give us a nostalgic euphoria that reminds us of a time when we were competent.  The good ole days! Ha!  When you get into this trap ask yourself “is this what I am paid to do?”  Before you can ever clarify expectations to others, you must be clear about the results you are expected to achieve for your organization.
  2. Break down the path to the results into milestones.  At SOMC, we are asked to achieve perfection in all that we do.  That can appear daunting to those we serve.  Be clear about the end result, but take the time to think of the “mini goals” to get from A to Z.  Get input from those you serve on these process changes and milestones and share this lighted path with your team.  Also, be prepared to re-focus your colleagues on the interim goals when they stray or get discouraged.
  3. Hold yourself accountable firstWhen our team does not produce the expected results, it is our fault.  Welcome to leadership.  The sooner we come to this conclusion the faster we can course correct to get back on track.  Acknowledge to your team that you have not communicated your expectations clear enough.  Make them clear and hold yourself and your team accountable for each other’s performance.

What are some other strategies you have used to refocus yourself on the results you are expected to achieve?

Log on and join the conversation at www.somc.org/blog.  We learn best from each other’s experiences.

Managing Employee Relationships: Achieving Results Through Engagement

Vicki Noel

Why is this important?

Recently, while presenting at another organization’s leadership conference, I was asked by a senior leader the following question: “How can you justify spending SO MUCH time on employee engagement when you have so many OTHER important results to achieve?”

That one question has inspired this blog series. Achieving results in our organizations is incredibly difficult, no matter what the industry. Whether as an effect of globalization or increased local competition, achieving the same results for sustainability TODAY is increasingly more challenging than yesterday. Customer expectations continue to rise. The competition for skilled talent has escalated. Yet, many organizations fail to realize that the only true competitive advantage is leadership. Leadership is achieving results through people…through their performance…their expertise…their delivery of service. My answer to the executive above…how can you NOT focus on engagement. An engaged workforce is the means to exceptional organizational results.

How can you do it?

Henry Kissinger was quoted as saying “The task of the leader is to get his people from where they are to where they have not been.” Over the next several weeks, we will explore some strategies that when executed can encourage those you lead to be as successful as they can be. We will explore the following concepts and the strategies for making these concepts come alive through your leadership.

  1. Leadership is the art and science of “moving” people. As a leader, we are paid for achieving the results through many others doing the work. This involves a change in our thought processes that we’ll discuss over this series.
  2. Leadership is a great responsibility and one of “weighted relationship”. As a manager you may not be the MOST influential person in your organization…but you are the most influential to your direct reports. Accepting that you have this amount of influence is the key to your effectiveness…or your ineffectiveness. We’ll discuss ways your behavior can lead the way in promoting excellence in others.
  3. Leadership is acknowledging that those you lead have different needs. There are certain principles of the human condition relating to performance excellence that remain true regardless of race, culture, religion or generation. Each person has fundamental needs that lie at the heart of achieving results. During this series we will explore these needs and how when acknowledged, a leader can tap into another’s potential.

Can you share a personal experience of a leader who was able to take you and others to a place, a result, that you didn’t think you could reach? What were some of the ways this leader motivated you to achieve?

Log on and join the conversation at www.somc.org/blog. We learn best from each other’s experiences.

Managing Your Anger: Remind Yourself that Everyone Is Watching

Kendall L. Stewart, M.D.

Why are leaders hesitant to do this?

This is the first principal of leadership. Everyone is watching. But leaders forget this all the time. Here’s why: they focus on their own feelings, needs and desires instead of the results they are trying to achieve. Once leaders start to view their leadership position as a way to get what they want instead of what others need, exposure as a fraud is the next stop. The leader’s temper tantrums will not save her from disgrace.

What is the case for doing it anyway?

Face the truth. A lot of leaders become angry and throw temper tantrums in the workplace. But such behavior is never viewed as a positive leadership trait except by the aspiring bullies who long to behave the same way. Read as many business books about angry leaders as you wish. Yes, some of those leaders succeed. They succeed in spite of their tantrums, not because of them. Everyone is always watching. And no one is inspired by anger.

How can you do it?

  1. Remind yourself and others. This easy lesson is also easy to forget. When you slip and behave badly, the watchers won’t rush in to offer their understanding and support. They will talk about you behind your back and hold it against you forever.
  2. Pretend there is a video camera in every room. There is.
  3. Stay in character. Like it or not, leaders are actors in important plays. The organizations they serve are comprised of people whose lives are powerfully affected by the decisions leaders make every day. Leadership is a humbling responsibility. When you pass your baton to the leader who follows you, your character is the baton you will hand off. Act accordingly.

How do you regularly remind yourself and others that everyone is watching every leader?

Managing Your Anger: Don’t Allow Others to Exploit Your Anger

Kendall L. Stewart, M.D.

Why are leaders hesitant to do this?

Immature leaders fall for this ploy every day, yet they seem to never see it coming. Troublemakers goad leaders for the fun of watching them twitch. When the leader predictably explodes, the agitator seizes the leader’s temper fit as a distraction to advance his cause or criticizes the leader for having gone off the deep end. Leader 0. Troublemaker 1.

What is the case for doing it anyway?

If people can make you mad, they have your number. They are now in control, not you. Those who want to see you fail—and such folks are always around—want to believe they can make you miserable whenever they wish. This notion gives them great pleasure. When they finally realize you do not consider their provocations significant enough to bother with, they are crushed. Here’s what you need to know; they will just redouble their efforts to aggravate you. And the more you remain calm, the more ridiculous they will appear. It is most gratifying.

How can you do it?

  1. Don’t get angry. You can now see why the ability to remain calm and detached is such a valuable leadership skill. As a leader, you have nothing to lose and a good bit to gain by not becoming angry.
  2. Hide your anger. You will never be perfect at not becoming angry. People will get to you sooner or later. But if you become a good actor, they will never know they did. Pulling this off is almost as exciting as not becoming angry in the first place.
  3. Admit your anger. You are human. Sometimes you will fail. When it is clear to you and everyone else that you are about to lose your temper, admit it and take a walk. When you return, calm and in control, you will be able to manage the situation just as if you had never become angry in the first place.

How have you prevented the troublemakers from exploiting your anger?

Managing Your Anger: Decrease Your Sensitivity

Kendall L. Stewart, M.D.

Why are leaders hesitant to do this?

It never fails. When you find a leader who gets angry frequently, that leader is thin skinned. While their sensitivity to every perceived slight, criticism or frustration causes them real distress, they remain clueless. Year after painful year, they keep blaming others and expecting people to stop doing the things that annoy them. Their lack of insight would be laughable if it were not so pathetic.

What is the case for doing it anyway?

You have probably realized by now that the most successful and contented leaders grow thick skins. The same annoying things happen to them. They just absorb the nicks and blows and press forward without complaining or even giving the usual aggravations of life much thought. When their thin-skinned colleagues whine, they smile knowingly and think, “Put your big girl panties on,” or some similar leadership pearl.

How can you do it?

  1. Recognize the need. If you find yourself getting your feelings hurt often or becoming angry frequently, you need to toughen up. The sooner you recognize this need, the sooner you will begin to make some progress.
  2. Consult a thick-skin expert. You know who they are. These leaders are happy and content, positive about the challenges they face even when the hits they are taking would send you to the bathroom in tears. Ask them how they toughened themselves up and how they keep themselves in shape.
  3. Practice. Put yourself in the thick of things. Volunteer to take the lead on a project that you know will make you a target. When the hits start landing, act like you are enjoying them. Welcome criticism. Thank people for asking the hard questions. Before you know it, you will have calluses over your heart.

How have you thickened your leadership skin?

Managing Your Anger: Stop Venting

Kendall L. Stewart, M.D.

Why are leaders hesitant to do this?

Despite conclusive evidence that venting does not help, most leaders still believe it does. Angry leaders often believe it is their right—indeed their obligation—to express their feelings openly and vigorously without restraint. And they feel other leaders should encourage that! Some angry leaders will agree to vent their spleens privately. While this will diminish the emotional contagion and is an improvement, private venting does not help either. The truth is, angry people keep on venting because they feel like it. And it makes them (and others) feel even worse.

What is the case for doing it anyway?

You now know better. You understand that complaining repetitively and ruminating pointlessly is destructive to you and those in your neighborhood. You have observed that the servant leaders who are most successful in your organization don’t get angry often. When they do, they keep their mouths shut until their anger has died. That’s what happens to the fire of anger when you don’t feed it. It burns itself out quickly.

How can you do it?

  1. Just don’t do it. This is the flip side of the “Just Do It” mantra that advertisers have made a part of our motivational culture. You understand that there are some things that leaders just have to do—in spite of how they feel. And there are some things you must not do no matter how you feel. Ranting in the workplace is one of them.
  2. Review the evidence. Our brains are belief engines. People believe all kinds of stuff that is not true. The notion that venting helps diminish anger is one of them. Show your colleagues the evidence. Ask them to change this belief. Most people don’t change their beliefs easily—even false ones—but it’s a start.
  3. Clarify your expectations. Make it clear that you don’t expect to vent when you become angry and that you expect everyone to behave the same way. Admit that it is better to vent in private, but that it is best not to vent at all.

How have you decreased the angry ranting in your workplace?

Managing Your Anger: Beware Emotional Contagion

Kendall L. Stewart, M.D.

Why are leaders hesitant to do this?

All emotions are contagious.  Anger is particularly so. When people are asked how they usually respond when someone becomes angry with them, most folks admit they get angry right back. Witnesses who are not directly involved become upset too. Asked about emotional contagion, leaders will usually admit this is a typical human response to any angry outburst, but they are quick to minimize the negative impact their temper fits have on innocent bystanders in the work environment. They are fooling only themselves.

What is the case for doing it anyway?

As a leader, limiting the amount of negative emotional contagion is a big part of your job. You will not be very effective at it if you are the source of most of the poison gas in the workplace. You certainly will not be effective in persuading other leaders to manage their anger effectively if you don’t practice what you preach. Because you appreciate the devastation that negative emotional contagion can cause, you will demonstrate your intent to limit its impact by containing your own negative emotions first.

How can you do it?

  1. Explain it. Don’t wait until it happens. Explain what negative emotional contagion is, how it can be prevented and how it can be contained.
  2. Ask for help. When unpleasant conflict occurs—and it is inevitable—recruit everyone to become a volunteer firefighter. By recognizing what is happening and calming themselves and others, the group can extinguish it and limit the damage.
  3. Lead by example. Keep your mood steady and predictable while you are on stage. Manage your own anger so that others are not affected by it. Make it clear that this is how you expect everyone to manage their anger. If you successfully persuade your colleagues that negatively-expressed anger is inappropriate in the workplace, they will strive to meet your expectation.

How have you contained emotional contagion in your work environment?

Managing Your Anger: Acknowledge Your Sense of Entitlement

Kendall L. Stewart, M.D.

Why are leaders hesitant to do this?

The greatest danger for any person who rises to a position of power is a sense of entitlement. Everyone wants to feel special, so a sense of entitlement is a temptation for everybody. The higher one rises in any group, the greater the danger. It is this poisonous sense of entitlement that seduces leaders into believing they have every right to feel angry and lash out at others when they are frustrated. After all, they are so important that lesser mortals should not annoy them. Right?

What is the case for doing it anyway?

You cannot contain your sense of entitlement if you don’t recognize it. If you are a leader, you feel entitled. You have this problem. That is not in question. The question is, how will you contain this growing sense of your own importance? How will you respond when others defer to you, flatter you and seek your favor?

How can you do it?

  1. Face the problem. If you pretend this is not a problem for you, your lack of awareness will set you up for failure. You will start to behave and react based on your sense of entitlement without realizing you are doing it.
  2. Learn from others. You can see the sense of entitlement in others much clearer than you can see it in yourself. Observe the arrogant snobs and the workplace bullies. Watch how they act. Don’t act like that. Watch how the servant leaders in your organization behave. Behave like that.
  3. Ask your colleagues to monitor your leadership behavior. They can sense your growing snootiness quicker than you can. If you make it clear that you value frank feedback, people will give it to you.

How have you managed your sense of entitlement?

Managing Your Anger: Admit Some of Your Role Models Were Wrong

Kendall L. Stewart, M.D.

Why are leaders hesitant to do this?

Every leader learns about leadership from other leaders. Since many leaders don’t manage their anger well, this means we are always producing a new crop of leaders who believe that becoming angry and throwing tantrums is both their right and duty. Since many angry leaders are powerful, successful and lionized for their outbursts, concluding that the leader’s anger is justified is understandable—even if mistaken.

What is the case for doing it anyway?

You now have a choice. You can give your anger free rein as you have observed so many leaders do, or you can decide to manage your anger appropriately. You have seen leaders do this too. The goal is to make a deliberate decision instead of mindlessly adopting the behaviors you have observed. If you have concluded that anger is a leadership flaw and that angry behavior is a leadership failure, you will have to admit that some of your role models managed their anger badly.

How can you do it?

  1. Observe your fellow leaders. You will notice that they respond to anger differently. Some will slink away from conflict and ignore any angry outbursts. Some will respond to anger with anger. Some will manage anger quietly but firmly. Some will become angry often; others seldom will.
  2. Make a decision. How do you aspire to manage anger as a leader? Your need to parrot what you were taught may be instinctual, but you can choose to behave differently.
  3. Learn. When you have decided on your preferred approach, learn from leaders who have mastered that approach and from those who have not. If you decide to manage your anger effectively, you will need to learn both what to do and what not to do.

How have you learned from your role models’ successes and failures?

Managing Your Anger: Leverage the Power of Silence

Kendall L. Stewart, M.D.

Why are leaders hesitant to do this?

A good many leaders have trouble being quiet. Angry leaders find it nearly impossible. Some leaders think aloud. Angry leaders don’t think, but they do it loudly. Most leaders would rather talk than listen. Angry leaders believe they should talk and everyone else should listen. Given the way things work in most organizations, it is not surprising that only a few leaders regularly leverage the power of silence. Angry leaders almost never do.

What is the case for doing it anyway?

Silence is calming. Silence demonstrates self-mastery. In the context of arousal, it sends a strong message about what matters and who is really in control. If you can remain silent while everyone else is vomiting bile, you will become the person in charge. Eventually, everyone will realize they have surrendered their minds to fervor and turn to you for guidance. When others allow anger to rule them, rule them with silence.

How can you do it?

  1. Recognize emotional arousal. You may see it in others first or you may be the first to become aroused. If you don’t see it coming, you can’t manage it.
  2. Stop talking. For most angry leaders, this is easier said than done. But it can be done. Give it a try. You will be amazed at the power of silence.
  3. Breathe. Start taking long slow breaths. This will slow your heart rate, calm you and provide a pleasant distraction.

How have you leveraged the power of silence in emotionally charged situations?