human resources | Little Things That Matter

Five Key Questions To Inspire And Lead

16 December 2014 By Lalita Raman Leave a Comment

“I am not motivated by the others in the room. The skill level of most other participants are not that good and clearly I and two others are the only contributors. You should encourage participants at the same skill level to be on such workshops”

This was the remark made by one of the participants at a workshop that I was conducting recently in Singapore.

When this participant expressed her opinion, another participant remarked that “as a junior she gets an opportunity to learn and thus people with different skills and experience should continue to be encouraged”.

I heard both their points of view and mentioned to the woman who believed that she should be with people at her skill level or higher that her organization and Human Resources determine who participates.

Whilst I empathized with her and understood her frustration, I challenged her to think from a different perspective. I asked her if she believed herself to be a leader to which she answered well I’m leading a team.

#Leadership is about how you #connect, #communicate and #collaborate with the people around you.

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Do you think you’ll be inspired by yourself? She was taken aback at my question.

We meet people from different backgrounds, different skill sets, different experience on a day-to-day basis.

How can you be inspiring and shine your light?

1. Do you self-reflect ?

Life is a roller coaster and no matter how much of an expert each of us may be in our own area of expertise, we still make mistakes.
Reflect on
* what went well,
* what can I do better and
* what can I let go?

#Learning happens from the good and bad experiences and from #mistakes or #failures. #leadbyexample

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2. What can I learn from others?

Even with years of experience there is always something to learn from others. On the face of it, some conversations and participating in a workshop with people less experienced may be frustrating. However, ask yourself what can I do in the current situation to make it interesting and challenging ?
How can I encourage others to participate? Can I share my experiences and get some different insights from others? What are they good at and how can I expand my knowledge in that area?

3. What is your “Why “?

Setting a conscious intention before any activity helps you to find a meaningful path to your desired goal. Finding or reminding yourself of your intention enables you to cross over the hurdles that you may face along the way.

Your Why is the ultimate #goal and it has to be big enough to #motivate, #inspire and encourage you. #leadership

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How can you relate the day-to-day activities and who you are to your Why?

4. Where are your leadership locks?

Sometimes the stumbling blocks may be created from your thinking. Many times what locks you in is your perspective and your view of things.
At times what you think is the problem is not the problem. Your mindset may be the one that needs to be addressed.

5. Are you reactive or proactive?

Your attitude is what you have control of and it can mar or make your moment. It is good to be prepared and yet expect the unexpected and have the EI to adapt and be flexible in the way you communicate. As a leader choose to be proactive instead of reactive. And the only way this can be achieved is to have a mindset of let go and let your thoughts and emotions be in tandem.

I encouraged this participant to develop her leadership skills in such circumstances. May be this is where her learning can take place. As she moves up the seniority ladder, it is the leadership skills that she needs to hone on.

What can you do to inspire people?
Are you a victim of circumstances or do you choose to be a learner from your frustrations and challenges?

For Speaking, One on One Coaching, Training, Facilitation or workshops, let’s Connect

The Strength Based Resonant Team Leader

5 November 2013 By Lalita Raman 4 Comments

Two weeks back, I conducted a workshop on Tips and Tricks To Engage Employees. The focus of this workshop was employee engagement using a neuroscience perspective.

While discussing the neuroscience aspects, one of the points I highlighted was the importance of leaders and managers recognizing the strengths of the people who work with them in their teams or organizations. Strength is the key binding factor in providing certainty, feeling that we have the power of choice in what we do and also being recognized for our talents because we operate from our area of strength. It provides the endorphin to help our brain move towards an engaged and reward state.

One of the participants had a view that in some industries only command and control works and there is no time, especially given the deadlines, for recognizing strengths or working on creating an environment of Certainty, Recognition, Choices or Connection. An interesting discussion ensued in the workshop once this comment was made.

One of my coaching clients during one of her earlier sessions was sharing her challenges at her work place. She has been with her organization for eight years and she was describing how the head of the business was a very tough person, difficult to approach and someone who was curt. She finds her relationship with him much better currently, though there are times she still feels overwhelmed when she is in a meeting with him. Although he is not her boss, she has to have regular meetings with him since she is the CFO. She also narrated another story to me about how she had to contact some experienced people in the field of psychology for one of her assignments on a diploma course she was doing. She shared with me her experience of how she went about doing this. Listening to her, I shared with her some of her strengths that I had observed. She was amazed at seeing herself from this perspective that I had mentioned to her. She had never seen herself nor had anyone mentioned to her that she was persistent, determined and was always ready to face a challenge. Here was a lady who has faced life with open arms no matter the challenge but was not confident and was not aware about her strength. She is much more confident today with herself having learnt to recognize her strengths and work around her strengths.

How many of us have been in organizations where the manager or boss harp on our weakness?
How many of you focus on developing your weakness instead of growing and working on your strengths?
How many job interviews seek to understand what motivates you and determine whether that matches the requirement of a job and vision of the company?

Each of us exhibit a number of characteristics including empathy, communication with clarity, a sense of humor, negotiation skills, analyzer, ability to delegate.

How many of you have been hired to a job that matched your talents?
How many organizations can pride themselves in getting the right talent

Refer my post on Marcus Buckingham Alert: Hiring For Talent

Each of us has our unique strengths, that, if seeded and nurtured well, has an amazing power to develop and grow. If you promote an environment where each of your team members are empowered and encouraged to grow by using their strengths and talents, you will see your team and the organization grow towards its vision.

Yes, command and control may work well in some situations, but have you given thought to what would be the result if in this kind of environment, the leaders and managers took time to recognize the strengths of their team members and utilized them in achieving the overall vision of the company.

How do you recognize strengths of those who works with you and build on that?

Identify your natural talents (recurring patterns of thought, behavior or feeling)
Refine your talents with knowledge and skill
Apply it in your work and daily life.

What are the most common strengths ? The following is an extract from the book Now, Discover your Strengths by Marcus Buckingham

He has identified 34 strengths which are Achiever, Activator, Adaptability, Analytical, Arranger, Belief (living out your values), Command, Communication, Competition, Connectedness (bridge builder), Consistency, Context (understanding the blueprints), Deliberative, Developer, Discipline, Empathy, Focus, Futuristic, Harmony, Ideation, Includer, Individualization (appreciate the uniqueness n each and don’t like generalizations), Input (inquisitive), Intellection (like to think and introspect), learner, Maximizer, Positivity, Relator (seek genuine relationships), Responsibility, Restorative, Self-assurance, Significance (want to be significant in the eyes of other people), Strategic, and Woo (Winning Over Others).

Leaders in their organizations can start to build a culture which recognizes and promotes strengths and have the recruitment process match the strengths of the individuals to what is required in a job. The job search should start off with describing the dominant talents that is required of a role be it a programmer or an accountant or marketer or a business head. Once these dominant talents in the role is identified, the advertisement or the interview process should challenge the potential candidates to claim these talents. As an ongoing process it is important for leaders to identify what are each individual’s strongest themes or strengths that they display? How do these relate to the job that needs to be performed and are they getting enough knowledge and skill for further development? How does this relate to how they are managed?

Does “Employee Engagement” Matter?

24 April 2013 By Lalita Raman 8 Comments

John was with his company for a little over two years. He was one of the senior management reporting directly to the CEO and Chairman. He was very soon expected to take over as CEO and Chairman. However, John was frustrated and has been mulling over leaving the firm to pursue other opportunities. John had joined this firm with a lot of expectations in terms of the vision he saw for this company. This was the second firm in his 15 year career so far.

Employee engagement has become a key word and an area of focus within organizations more so from the point view of retention. What is employee engagement? Employee engagement is the emotional commitment that a person has to their organization.

What is the Key to Employee Engagement

From Gallup

12 questions for Employee Engagement

1) Do you know what is expected of you at work?
2) Do you have the materials and equipment to do your work right?
3) At work, do you have the opportunity to do what you do best every day?
4) In the last seven days, have you received recognition or praise for doing good work?
5) Does your supervisor, or someone at work, seem to care about you as a person?
6) Is there someone at work who encourages your development?
7) At work, do your opinions seem to count?
8) Does the mission/purpose of your company make you feel your job is important?
9) Are your associates (fellow employees) committed to doing quality work?
10) Do you have a best friend at work?
11) In the last six months, has someone at work talked to you about your progress?
12) In the last year, have you had opportunities to learn and grow?

Key questions to ask to retain good people

Please refer this LINK

In John’s case, he had always surpassed what was expected of him, he was also a strong candidate tipped to become the next CEO and Chairman. But yet he wanted to leave.

The key question here is was he ever asked by the CEO and Chairman How can I, and the company, help you fulfill your career goals and your vision ?

Whenever you have changed organizations ask yourself what is that you lacked the most. Was it just a promotion and salary hike or one or all of the following

Appreciation – As leaders it is key to deliver the recognition in a manner that the employee is comfortable. Just saying “Hey good job” delivered in a no care attitude hardly does the job. Recognition and appreciation has to be specific (with referral to what was done well and the efforts that they put in) and timely.
You Matter – being appreciated, recognized and made to feel You Matter is a continuous process rather than a onetime event. A true leader realizes that it is important to create and maintain such an environment. It is about them and not about you or your achievements.
Larger goal – engagement is high when what we do is linked to a larger vision or purpose. True meaning is achieved when we can connect to something bigger than us.
Tone – delivery of words of praise has to be meaningful and sincere. Tone in which the message is communicated matters most.
Clarity – you have to be clear and focused in what you liked the most and how it contributed to the overall vision of the company or goal of the project. Sandwiching too many compliments makes the feedback confusing. The Sandwich Approach also undermines your message.

No one is perfect and we all learn from mistakes. While correcting the employee for their mistake the following should never be done

Public humiliation – none of us like to be embarrassed in front of our team. Even when circumstances warrant you to correct someone amongst a group, the way the message is delivered is important.
Not walking your talk – you need to spend time with your team. You need to deliver on your word. Motivation is badly affected when you as a leader don’t lead by example.
People skills – communication of the goals, developments, changes in management structure is imperative. Employee engagement will be low when you keep your employees second guessing. Many employees learn from media as to what is going on within their company rather than from their managers.

John was recognized for his performance but the communication lines had broken down. The company changed its vision which was never directly communicated to him, the ‘why’ was never answered and ‘what’ he was hired for was forgotten along the way. Bottom line of career management is to align right people to right position, doing the right thing = operational performance + productivity + profit.

Employee engagement is a three-way process and requires responsibility, accountability and ownership from the employer, the employees and the organization.

Useful References

Research on Employee Engagement

Five Key Questions To Inspire And Lead