Job Performance or Job Satisfaction

Which comes first for you?  Depending upon your own inclination, you may marvel or  frown at the opposite choice. But, if you want to “get it” as a manager or as an individual contributor, then think about this: Statistically it’s a 50/50 split. About half the population wants to work toward a specific goal in order to achieve job satisfaction.  The other half wants to make sure that the elements of their job offer a “good fit” so they can perform at their optimum level.

I do a lot of individual assessments for organizations and have found that the inclinations are quite inherent. However, each type can learn how to adapt to what is required at the moment.

What can you do?

Increase your awareness. Look at your own preference and then start watching those around you. Who has to work before they can play? Who is making sure that the group is in harmony before moving forward?

What does it take to achieve the goal? If you’re in a crisis situation or up against a deadline, feeling-good-first may put you out of business. You’ve got to get it done! When you are focused on long-term projects which require a lot of cooperation and solid relationships, then take the time to build them. People will need to trust each other a lot in order to get through the inevitable difficulties that will take place. That can’t happen if people are only allowed to pay attention to a checklist.

Both types want some sense of acknowledgment when goals are achieved. I have more than one client who has told me “They get to keep their jobs. What else should I have to do?” Well, human beings look for recognition of some type when they know they’ve done a really good job. It doesn’t cost a thing to acknowledge people by name and what they specifically contributed to a project.  And it might just improve performance and satisfaction for everyone involved.

To Lead is to be all in

Most people like the idea of leadership but few count the cost.  To lead is to be all in, transparent and accessible, calm in the face of upset and even crisis, and always mindful that you are a steward of something bigger than yourself.  That’s not easy. To whom much is given much is required. That’s the part that easily trips us up.

In his book The Twelve Absolutes of Leadership, Gary Burniso, CEO of Korn/Ferry International, explores the essential elements of leadership through conversations with some of the world’s most seasoned and accomplished leaders.   He offers a framework based on fundamental human truths and the essential elements of leadership. The “Absolutes” are building blocks that must be present regardless of your leadership style or approach. Here are the 12 Absolutes with Burnison’s thoughts on each:

1. Lead.      Anchor yourself in Humility. Leadership is an all-in proposition. Never react; instead ask yourself: is this about me or about we? If it’s the former, forget it and rise above.
2. Purpose.      The why. Purpose must have a long shadow, extending its influence over others.
3. Strategy. Strategy starts with the results of today. Strategy, rooted in values and purpose, gives encouragement through times of ambiguity and uncertainty. Strategy without purpose and values is a short-term plan that is directed toward shallow goals.
4. People.      When you’re the leader, it’s never about you, but it starts with you. The leader can’t be the star player, scoring all the points. (Although many try to do just that.) Set high expectations for your team members, and help them to see what they can achieve.
5. Measure.      Don’t rely on what you believe to be true. Measure and monitor so you know if it’s true. Validate your data. Walk around. Talk to people. Listen.  Look into their eyes and see for yourself whether the strategy is really working.
6. Empower.      The leader’s job is not to empower people, but rather to help them to empower themselves. It’s the difference between ordering people to do something and inspiring them to see what they can do.
7. Reward.      Employees work harder for leaders who demonstrate respect for their work.  Authentic, purposeful praise is a power skill of the successful leader—everywhere.
8. Anticipate.      As a leader, you must always have your focus on the horizon. Your first task is to hone your view of the present that you perceive around you and your organization. Grounded in this reality, you are able to raise your sights toward the horizon and beyond.
9. Navigate.      Anticipation and navigation are complementary skills. It involves making decisions in real time that allow you to adjust, react, and outmaneuver the competition—always on the lookout for the unexpected.
10. Communicate.      Communication is where leadership lives and breathes. That means more listening than talking. It’s not merely telling people what you think and what you know. It is a process in which you seek first to understand what others think.
11. Listen.      Listen, learn, and then lead—in that order.
12. Learn.      Knowledge is what you know. Wisdom is acknowledging what you don’t know.    Surround yourself with a handful of people who will be your corrective  lens, making sure that you focus and learn. Equally important, your inner circle should be made up of confidants who provide grounding and perspective, seeing you as a person rather than a function.

Burnison reminds us that leadership is about people. “To lead,” he writes, “is to make an emotional connection on a very real and human level in every interaction.”

Do you Lead?

When we first ask ourselves this question, many people may blurt out a quick “yes“. Of course, in many ways and areas of our lives to lead, we take charge of situations. However, being a true leader is an amazing ability to have and to use effectively.

But, as many of us know firsthand, there are times that we have had to deal with so-called “leaders“, who have proven to be nothing of the such and not being able to lead. Working under someone who thinks they lead, but prove otherwise, is one of the most detrimental positions you might find yourself in.

Therefore, true leaders that actually lead are very hard to come by. Being a true leader means that you have the perfect combination of all of the necessary leadership ingredients. These would include knowledge, compassion, drive and ambition, and the personality to pull it all together… Lead.  Truth is, some people may just have a charismatic and inviting personality that will guide them into positions of leadership and to Lead.

Some of us may wake up one day and realize that we want to do more or be more than we are right now.  And now have the life experience and years under our belt to handle a leadership position that we were not ready for in the past to take on.

Maybe there was a critical turning point in our lives that have made us come back as a stronger leader, wanting more and knowing that we could do more.

To lead others effectively, you need to be the kind of person that inspires and leads others – and who others will see as a visionary leader. They must be confident enough to make tough leadership decisions, and to take control and take charge of doing what needs to be done when necessary.

One of the most important traits of a leader to have is to live their lives honestly, respectfully and ethically. If you are leading people, you must always lead by example. This cannot be done if you do not hold true to core values and behave in manners that would be inappropriate – whether in your business or your personal life.

If you truly lead others, make sure you guide them and teach them to grow in their positions.  A true leader does not just “manage” people or “supervise” people. Rather, he is a mentor for others to look up to – and to learn from.

True leaders are not selfish. Part of their job is to empower others to do their jobs to the best of their abilities to lead and to hold others accountable.  Being a leader is a large pair of shoes to fill. But for this rare and elite group, holding the title of leader is to be considered a true honor. Unfortunately, in society today, too many people who are in leadership positions have shown us what happens when you let the power at hand make your ego too large. When someone in this position thinks that they are “entitled” or better than those around them, they are no longer upholding the title of being a great leader.

It can take a lifetime to establish a great rapport and reputation, and a matter of seconds to lose everyone’s confidence and respect. Being a leader is not for everyone. However, if you are one of the few who feel able to answer to this calling, go after it with all you’ve got.

Leadership by JC

Image via Wikipedia

Every once in a while I get a little unconventional.   Today is Good Friday and I feel it is appropriate that I write about the leadership style of the greatest leader of all times.  During his leadership Jesus Christ created a climate where the mission and vision of his objectives were clearly defined and communicated.  He communicated in such a way that he did not have to seek followers, they wanted to follow him.

Jesus taught that you did not have to be a hero to be a leader. He taught just the opposite; that to be great leader you must be a servant. Jesus was willing to “walk the talk” when he demonstrated his commitment to this principle by washing his disciples feet.

Perhaps the most relevant example of what Jesus thought about Corporate leadership versus Servant leadership is found in the story where James and John’s mother came to Jesus and asked that her sons be permitted to sit at the right and left of Jesus in the Kingdom. Obviously, the mother of these two men had a very corporate view of the kingdom. She wanted her sons to be at high points on the executive ladder, Executive Vice-presidents of the Kingdom of God.

Jesus did not agree with this management style. He pointed to the Gentiles as a bad example of those who “lord it over” people, and wanted no part of this plan. Instead he pronounced and repeated on many occasions: “Whoever wants to be great among you must be your servant.”

The motto for his management style? “The Son of Man did not come to be served, but to serve, and to give his life as a ransom for many”.

All of this to say if leaders today follow the simple guidelines that Jesus practiced, great leadership would be seen throughout our world.

Jesus leadership practice

1. He expects that servant leaders be relational. We are to be among people, not over them.

2. The servant leader does not bark orders, but instead simply goes to work and demonstrates how others may join in.

3. The servant leader is a catalyst for behavioral change in the lives of those he or she leads.

It is not enough that followers obey commands, but that they experience a sense of community and purpose in the process.

Peer leadership – Stepping back to move forward

Leadership is an act that requires stepping forward as a means of asserting authority. When it comes to leading peers, you can demonstrate authority by showing that you are willing to share your authority with others.

Peer leadership is something that is often overlooked in leadership circles because, most often, we focus on what and how leaders lead their followers. This is appropriate, but much of what’s accomplished within an organization is because of people in the middle who get things done. Sometimes it requires leading up — what you do for your boss — but often, it requires what you do with and for your colleagues — leading peers.

Throughout history, we have seen seemingly ordinary people step up and take charge. Look up the “Cincinnatus model.” Cincinnatus was a Roman farmer who left his land behind to serve as Rome’s leader when the city was threatened. When peace was restored, Cincinnatus resigned his post and returned to his farm. His abandoning of his work to serve Rome, and especially his immediate resignation of his absolute authority at the end of the crisis, has often been cited as an example of outstanding leadership, service to the greater good.  His actions served as inspiration for George Washington, who followed his example. Leadership from the middle does not be an act of heroism, but it should be done with forethought and planning.

The first thing to understand about leading peers is that it is a means of exerting control over someone else. If you have brothers and sisters, or if your children do, then you know the frequent complaint: “You’re not the boss of me.” With peers, you do not boss — you lead — and most often you do it by setting the right example. Let me offer some suggestions:

• Find the pain. Sometimes the need to act is urgent; it will hit you with the force of a two-by-four across the face. Crises provoke the need for immediate action. But you do not need to wait for a burning platform to step forward. Sometimes the need to act comes from what is not being done — processes that are malfunctioning, employees being misdirected, or customers not being served. That may call for action from the middle.
• Listen more than you speak. Before you go too far, listen to others. Get their assessment of the situation. Find out if they want or need help. None of us like a meddler. If people do want help, do not pull a “command and control” act. Listen to what their needs are, and identify the true problem before you act. When trouble brews, it may only be a symptom of a larger issue. Therefore you need to size up the situation and assess what you can do.
• Stand back. If you have the power to act, do it. But work with people — not in spite of them. Think like a film director. You are the one behind the camera. The actors are doing the work. You are simply providing some direction, but they are doing the work. Be willing to lend a hand but do not try to take over. Remember that you are a colleague, not a boss.

Peer leadership is fraught with peril. Too often, those who try to do it get burned. Sometimes this is because they have overreached, or because they do not have the authority to do what they want to do. Often there are rivalries among peers, such as two or more people going for the same job. Navigating that terrain can be treacherous.

There is no easy way around such issues, but one method is to lead with your project. Let what you are seeking to accomplish — your project, your initiative, your process — be the star. Demonstrate its benefits for the organization. This way, you show that you are more interested in helping the company succeed than in shining your own star.

Leading peers, of course, is a good way to get noticed. When done correctly, it positions you as someone who knows how to make things happen. It’s even better when your peers support you. Then, you demonstrate that you have the support — and most often — the trust of others.

Those who lead from the middle are a rare breed, but one that is essential to the success of any enterprise.

Exploring your Individuality

I read this post by Steve Weitzenkorn, Ph.D., today and couldn’t help seeing the leadership in his message.  Steve is an experienced business and nonprofit advisor, concentrating on the people side of organizational development, strategy formation, and change.  You can view additional information at his website http://findfulfillflourish.wordpress.com

Mahatma Gandhi said, “He who loses his individuality loses all.” This raises the question, “What is individuality?’ We are all unique on a number of dimensions, including our DNA, physical characteristics, personality, style, talents, interests, temperament, and passions. These characteristics are important, however they are not what Gandhi had in mind. Some people have interpreted Ghandi’s view of individuality as central to the quest for determining the meaning of one’s life. And that this meaning is unique to each of us.

This is all very abstract, philosophical, and theoretical. How do we bring it down to earth so it connects with our own lives? I prefer not to ponder the meaning of life but rather the meaning I can pour into life. This then leads me to turn the question around. Instead of asking, “What’s the meaning of my life?” I ask, “How can I make my life more meaningful – to me and to others?” The answer to that question, along with the accompanying actions related to it, will define my individuality. My individuality is now determined by the purposes I embrace in my life and how I go about pursuing them.  This is so true.

Should I lose those aspects of my individuality, I greatly diminish who I am as a person and what I stand for.

There are two important elements to this perspective on individuality. The first focuses on the purpose(s) to which I devote myself. What is meaningful for me? What worthy objectives do I wish to pursue, in both my personal life and for a greater good?

The second element revolves around how I pursue them. Which of  my strengths and talents will I apply to make a positive difference? What special perspective, knowledge, or expertise can I offer to add value or propel an endeavor? What ethical principles and values will I embed in the process?

The answers to both sets of questions define an important part of our individuality and how we can create meaning in our own lives and the lives of others.

How would you define or describe your individuality? How can you bring it to life? How can you pour greater meaning into your life to make it more meaningful and fulfilling? These are questions most of us to do not ask ourselves. They are thought-provoking and often not easy to answer. When we do, we can set a more meaningful path for our lives or reinforce the one we are on. By acting on them, we further develop and actualize our authentic self.

Take time and devote thought to these questions. There are not any right or wrong answers, just answers that are right for you. Rather than risk losing your individuality, you will further develop it and enrich your life.