Little Things That Matter

Learn From The Past, Live The Present and Have An Open Mind to Face Tomorrow

The Strength Based Resonant Team Leader

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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?

  1. Identify your natural talents (recurring patterns of thought, behavior or feeling)
  2. Refine your talents with knowledge and skill
  3. 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?

Other questions you can ask:

What is the vision of your company? Why do you what you do?

What are the career aspirations of your team ?

What are their hobbies outside of work ? 

When you make it a priority to sow the seeds for collaborative and collective success, you create and nurture an environment for each of the individuals to thrive and flourish.

How are you helping people become resonant leaders?

How To LOSE IN LEADERSHIP?

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I was at my friend’s place last week for dinner. She has 2 kids, a son and daughter. We were chatting and in the midst of a discussion, her daughter Nikita, comes up to her Dad and reminds him that it is her time to play chess with him.  Despite being told that he will play with her later, she insists.  He consents and tells her that she will play the game without playing any pranks.  Nikita is a junior chess champion at  a State level for girls under 10 years. Her dad, although not a champion has always been an expert in chess. We were watching them play and Nikita suddenly turned to her mom and asked her a question on what she should do.  I also noticed that she didn’t just ask for a solution but explained what her strategy was and consulted her mother on which option she should choose as the next step.
John was having some morale issues among his team. He had 5 direct reports though he was responsible for a team of fifty. He decided he will conduct a survey to determine the engagement and satisfaction among his team. At the end of one month, the time period given for completing the survey, only fifteen of his team members had responded and that too those that he had coaxed into responding. Based on the results of fifteen members who took the survey, John concluded that he was not the reason for the low morale issue.
What do these two different individuals teach you ? Nikita teaches you to lose like a leader. John is an example of how with his title, is self-centered, egoistic and supports his own press.
Leadership is not always about winning or about titles or elevated status. As leaders you can lose, and yet inspire your followers and have respect
Five Behaviors To Lose As A Leader
  1. Your control and micromanagement – if instead of managing teams you micromanage by refusing to delegate leads to mistrust and low morale. You don’t allow people to grow and develop and utilize their talents.
  2. Fear – as a leader you don’t need to know all the answers. Lose your fear of asking questions and finding out from people who may be experts or have the knowledge. Nikita consulted her mom when she was unsure about the next move she should choose to achieve her strategy.
  3. Manipulation – you don’t necessarily become a leader by occupying a position of a leader in an organization You have to earn the respect and trust of your team or people whom you work with. Without appreciating your team, empathizing with their views, needs or alternate views, your team can get disengaged. John didn’t want to take responsibility for the low morale among his team members. He tried to force some of his team members to fill the survey and get the results he desired. He shut out the truth.
  4. Withholding information – you cannot gain trust by revealing and sharing information that suits you. Self-serving behavior is a slippery slope and a prelude to an organization’s failure.
  5. Bad attitude – You can lose your ego and be humble. Humility will make you likable and earn the respect of your team. Whilst as a leader you are not expected to know everything, you need to keep abreast of the developments. You have to be credible.

As leaders, you would do well in losing your ego, arrogance, need to demand respect and be liked.

As you scale up the path in an organization or in your business as a leader and part of senior management, it probably gets lonely at the top. The responsibility that many leaders feel for their team and people creates a fear of failure and possibly a lack of Executive Presence. Many leaders get overwhelmed and start denying reality.
Life at work or in an organization has challenges that sometimes feels as if it saps the energy out of you. There are a wide range of emotions that you will experience and confront as a leader.  However as a leader, why fear in seeking help to get on a path of personal development and avoiding the pitfalls and letting your inner gremlin bewilder you?  A coach or mentor can assist you in the shift you want to make in your professional development and growth.
Reflective Questions
1. As a leader are you known for your integrity?
2. Why do you want to lead? What does leadership mean to you?
3. What have you learned from losing?
For Coaching, Facilitating and Speaking Connect.  About Lalita Raman
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Top 5 Secrets To Make Resolutions Happen

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Albert Einstein said, “The world as we have created it is a process of our thinking. It can’t be changed without changing our thought.”

At the beginning of each new year, many of us make resolutions. These resolutions may be to eat healthy, exercise more, sleep early, practice mindfulness, be more patient, stop multitasking, etc.  Most of these resolutions are goals we set ourselves for self-improvement. We need a constant mindset to improve daily.

What is common in all the above cases ? It is a Resolve.  A resolve to

  • Do better
  • Be better
  • Change for the better
  • Speak up against injustice and oppression.
  • Recognize our inner critique and not allow it to be our bully.
  • Listen to our inner voice every time we waiver from being a human.

 There is a fixity of purpose, and unless we have this resolve and take a step ahead by committing to this choice, change will not happen.

I like to think a resolve adds meaning to random thoughts, procrastination to change and forces us to commit to the change. It is something we set our mind to and goes beyond a random wish. It is an enthusiasm, a passion to explore and turn into better realities rather than come mid year when we realize that we have forgotten about the new year resolutions.

How does one stick to one’s Resolve? Effective management of any change requires managing five key goals which is well explained by the ADKAR model.

1. Awareness:  to change a habit or a behavior or a situation, you have to want to change.

For that it is important to ask:

How do you view the current state?

How do you perceive the habit or the behavior or the current situation?

Contestability of the reasons for change?

WHY is it important to change?

2. Desire to want to change. A desire to participate and support the change. What are your intrinsic motivators unique to you to allow for change

3. Knowledge of how to change and what the change looks like. If I want to lose weight, I need to know how to go about losing weight and what will the process will look like. Important considerations here are your current knowledge base on the area you want to make the change in, capability to gain additional knowledge, what are the resources available and can you gain access to all or most of the relevant resources.

Let’s take the case of a woman facing domestic violence. She has got through step 1 and 2, the A and D, then she needs to ask herself what is her current knowledge on how she is going to stop being a victim of domestic violence, what resources is readily available to her that she already knows of, how is she going to gain additional knowledge of the sources of information to help her out of this situation – may be help line nos., the steps she needs to take to ensure her own safety and finally how easily accessible is each of these resources

4. Ability – do I have the ability to change. What if any are the psychological blocks (what in your own mindset that will work against you), physical and intellectual capability where relevant, and the time you are willing to devote to make that resolve happen. If your resolve is to get over your fear of public speaking, you need to evaluate your mental blocks, befriend your inner critic, time you are willing to devote to practice and get over the fear, the willingness to get a help from a coach who can assist you in making that resolve happen

5. Reinforcement – sustainable change rather than for a short time. The degree to which the change is meaningful (I’m making a difference), the absence of negative consequences, the ability to overcome hurdles along the journey and an accountability mechanism that creates an ongoing mechanism to reinforce the changes. The mindset above all to keep the change in place despite humps and setbacks along the way.

In an organizational context it is important for the managers and the leaders to recognize that all have talents, skills, and abilities. Question to ask in the process of any change is how do you apply the talents, abilities and resources you have. It is important to engage the team in a cause bigger than themselves, something they feel passionate about and one that makes them come alive. A true leader knows this, understand this and is able to provide this in an organization.

In any personal change, to commit to change ask yourself what is the trigger? Is it an adversity or a reward? What value are you creating for yourself and the people around you by resolving to change? In any change it is important to be aware of the value in it before you can make the change. Only then can you engage in the resolve with your heart, your brain and your guts.

The world is full of thinkers, dreamers and talkers. You can make a difference by making things happen because you believe you can.

What are your psychological blocks?

What are your reinforcements?

What are your triggers

Are you committed to change?

 “If you really desire something, the whole universe will conspire to help you.” ― Paulo Coelho, The Alchemist. I would add if you desire something and commit to that desire nothing can stop you. You will make The Resolve happen.

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Are You A Leader or a Manager ?

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A great person attracts great people and knows how to hold them together – Johann Wolfgang Von Goethe

Leadership and management go hand in hand but yet we have great managers who may not be great leaders.

  • Have you identified why?
  • Have you had a high turnover because of your manager ?
  • Have you analyzed the traits of the team and those of the manager – High D,or C or S or I?

 Most of you may associate with the following descriptions of a leader and a manager.

Leader – one who inspires others by their actions and behavior. Leadership is a philosophy of life. Leadership is not about managing things but about developing people. It is about helping people to liberate the fullness of their talents while they pursue a vision that you have inspired them to buy into as a worthy and meaningful one. Great leaders are great teachers as well as great coaches.

Manager – managers direct and tell their team what to do. They plan for the achievement of day-to-day tasks and the goals of the department or group whom they manage. Managers, by nature, are concerned with outcomes.

A leader is not necessarily one with an organizational title but why don’t we have more managers considered as leaders?

Questions you need to ask is FOR FULL POST REFER LINK

In the organizational context, DISC can be used as a simple yet comprehensive construct to help leaders become more effective in the interpersonal aspects of leadership.

Dominance (“D” Factor) – How you handle problems and challenges

Influence (“I” Factor) – How you handle people and influence others

Steadiness (“S” Factor) – How you handle change and pace yourself

Compliance (“C” Factor) – How you handle rules and procedures set by others

For further details on DISC and taking the assessment, please contact me through the blog.  Thank you

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