1. Gratitude and a Belief in Abundance. After her team’s victory the first words out of Coach Staley’s mouth were an affirmation of her beliefs and a statement about how when one door closes, another opens. This leader believes in abundance and is grateful for what her team has achieved.
2. Culture. When each of her players were interviewed about their individual and collective success, without exception they referenced the team culture and lack of selfishness that Coach Staley has created. Each player expressed gratitude for the unselfish sense of team.
3. Balance. No player on the South Carolina team averaged playing more than 28 minutes per game. Each game is 40 minutes. This is a remarkable achievement considering most teams in the country play their starters 37 minutes or more per game. Balance leads to consistency, results, and a lack of burnout.
4. Involvement. Coach Staley is known to commonly involve parents in her players’ progress, hurdles and opportunities. The parents are not decision-makers, but they are informed and, in a way, are a part of the team.
5. Sacrifice and Discipline. During her halftime interview, Coach Staley referenced that in the second half of the game her team needed to stay disciplined so they would execute to their best and remain in sync with their game plan. They did just that.
6. Goes With the Shot. Because of the balance and unselfishness of the South Carolina team, they can feed the ball to whichever teammate is playing the best. In the case of Sunday’s game, that happened to be a freshman player. The ability to have a team that can “go with the shot,” removes pressure from “star” players to always having to carry the load.  
7. Strategy. You don’t build an incredible culture, strike a winning balance, and create broad swaths of engagement without being strategic. Even when her team was down by 10 points in the opening minutes, Coach Staley was calm and poised. She had a plan and knew that her team would execute.  
8. Talent. Without question, Coach Staley is a gifted and talented leader. She also seeks to surround herself with the best. She recruits and attracts some of the best female basketball talent in the world. Coach Staley also acknowledged that one of her freshman players is a “generational talent” that may continue to take the women’s game to new heights.
9. Recognition. Along with acknowledging hard work and dedication of her players, Coach Staley verbalized special recognition of a generational player on the opposing team (Iowa), Caitlin Clark. She personally thanked Caitlin for taking the game of women’s basketball to a new height. It was a classy and authentic moment from Coach Staley.
10. Celebration. What is not lost by Coach Staley is the need to celebrate victories. When asked by a reporter what is next for her after such a milestone victory, Coach Staley exuberantly exclaimed “I’m goin’ to Disney World!” A nice way to celebrate indeed.  

If your organization is facing disruption as a result of the ascendence of artificial intelligence (AI), it is important for leadership to adapt and develop strategies that leverage AI technologies and benefit customers in the process. Here are 10 strategies to consider if your business is facing possible disruption due to AI.

1. Embrace Artificial Intelligence as a tool: Instead of viewing AI solely as a threat, businesses should examine AI as a powerful tool for innovation and improvement. Guide your organization to identify areas and processes where AI can be implemented to enhance efficiency, reduce costs, increase revenues, and/or improve customer experiences.
2. Invest in AI talent: Improving your team’s expertise in artificial intelligence may be crucial for your business to navigate potential disruption. Consider investing in training that provides your people with AI skills. An alternative is to hire new team members who understand and can implement artificial intelligence technologies.
3. Adapt business models: For those of you that have engaged in our strategic planning programs/sessions, you have experienced tools to create and enhance your business model. Evaluate your current business model and identify areas where AI can disrupt or improve existing processes. Consider how AI can streamline operations, enhance product offerings, or enable new revenue streams. Adapt your business model accordingly to take advantage of AI's capabilities.
4. Blank it out. On the heels of updating your business model, it may make sense to engage in our blank org chart exercise. If you believe your organization or industry will experience even minor disruption, you will want to ensure that your structure and organizational alignment is sound.
5. Mind the metrics. Artificial intelligence relies heavily on data for its content creation and positioning. Update the metrics that your organization is tracking and leveraging so that you are cutting-edge in your industry. Collect and analyze relevant data to feed AI algorithms. This will enable more accurate predictions, relevant shared content, customized recommendations, and data-driven insights.
6. Enhance customer/client/patient experiences: Artificial intelligence may be able to significantly improve customer experiences by providing personalized recommendations, real-time support, and/or predictive insights. Leverage AI technologies such as virtual assistants, chatbots, or recommendation engines to deliver tailored experiences that meet or exceed your customers’ expectations.
7. Continuous learning and adaptation: AI technologies are constantly evolving. So too should your organization. Encourage a culture of continuous learning within your organization to keep up with the latest advancements. Stay updated on AI trends, attend conferences, leverage your executive coach, and foster an environment that encourages experimentation and innovation.
8. Monitor the competitive landscape: Keep a close eye on how your competitors are leveraging AI. Monitor their strategies, partnerships, and investments in AI technologies. Identify opportunities where you can gain a competitive advantage or differentiate your offerings through AI.
9. Provide policies and guidelines: Whether you like it or not, your people are using newer AI offerings such as ChatGPT and Bard. Some of our recent newsletters addressed the pros and cons of AI, as well as sample policies to consider. In addition, prioritize ethical considerations. As artificial intelligence continues to evolve, organizations should prioritize the ethics surrounding its use.
10. Prepare for workforce changes: Adoption of new artificial intelligence may require reskilling or upskilling your workforce. Anticipate the changes AI will bring to job roles and skill requirements within your organization. Invest in training programs and support employees in acquiring the necessary skills to leverage to positives of AI systems effectively. 

Bottom Line: Dynamic leaders are life-long learners. As such, they lead savvy organizations that are striving to be relevant and forward-thinking. By embracing and executing the key strategies put forth in this newsletter, your organization can proactively address disruptions that are caused by artificial intelligence. Ultimately, you and your team will be positioned to thrive in an AI-influenced future.
 
Until next time, be well.  
 
Doug Van Dyke is a leadership development expert, executive coach, strategic planner, and Certified Speaking Professional. Contact him today about exciting programs, meaningful coaching, action-oriented strategic planning, and speaking at your event. .(JavaScript must be enabled to view this email address), www.leadershipsimplified.com, 941-776-1121.

"If knowledge is power, a savvy leader must continually educate themself."

Doug Van Dyke, CEO of Leadership Simplified

 
Due to the positive responses from our most recent leadership newsletter, we offer a follow up that examines a broader perspective of Artificial Intelligence (AI). Yes, yes there is a sample AI policy for your consideration later in this piece. We begin in a moment with a look at Neural Language Models (NLLMs), then we do a deep-dive on AI, and we end with a quick comment on Artificial General Intelligence (AGI). Clearly, this is our geekiest newsletter ever.   
 
Part I - NLLMs
NLLM stands for Neural Language Model, which is a type of statistical model that attempts to predict the likelihood of a sequence of words given a context. In other words, it estimates the probability of a word given its previous words in a sentence. One popular variant of the NLLM is the Generative Pre-trained Transformer model (think ChatGPT), which has achieved state-of-the-art results on a wide range of natural language processing tasks. NLLMs are one of many types of publicly and commercially available artificial intelligences.
 
Part II - AI
Artificial Intelligence refers to the development of computer systems that can perform tasks that typically require human intelligence, such as learning, reasoning, problem-solving, and decision-making. AI systems are designed to analyze data, recognize patterns, and make predictions or recommendations based on that analysis. AI can be divided into two main categories: narrow or weak AI and general or strong AI. Narrow or weak AI systems are designed to perform specific tasks, such as speech recognition or image classification. These systems are trained using large amounts of data and rely on algorithms to analyze that data and make decisions. On the other hand, general or strong AI refers to machines that can perform any intellectual task that a human can. More on this in Part III. AI is used in a wide range of applications, from virtual assistants and chatbots to self-driving cars and medical diagnosis. The development of AI has the potential to revolutionize many industries, but it also raises important ethical and social questions that must be addressed.
 
Part III - AGI
Artificial General Intelligence (AGI) is an advanced form of artificial intelligence (AI) that aims to create machines capable of performing a wide range of intellectual tasks that are typically associated with human beings. AGI is characterized by the ability to learn, reason, plan, understand natural language, and solve problems in a general and autonomous way. For many, AGI is where things get scary. The advance of AGI is what may very well bring forth a national debate about some type of AI regulation (such as what the FDA is to food).
 
For now, we will focus on the Part II (AI) segment of this newsletter. Without further ado, here is the good, the potentially bad, and some internal guidelines to consider regarding Artificial Intelligence.

The Pros & The Cons
Positives of using AI:

1. Increased efficiency and productivity: AI systems can automate repetitive or tedious tasks, allowing humans to focus on more creative and strategic work. This can increase efficiency and productivity in many industries.
2. Improved accuracy and precision: AI systems can analyze large amounts of data and make predictions or decisions with a high degree of accuracy and precision.
3. Better decision-making: AI can help humans make better decisions by providing them with data-driven insights and recommendations.
4. Personalization: AI can be used to personalize products and services for individual users based on their preferences and behaviors.
5. Improved safety: AI can be used to detect and prevent accidents in industries such as transportation and manufacturing.

Artificial Intelligence (AI) has been making sensational headlines of late. In particular, Open AI’s ChatGPT has hit a tipping point that may impact each of our organizations. In my opinion, the latest wave of ChatGPT and AI will be transformational. Just as transformational as the Internet, perhaps even more so. At a minimum, ChatGPT immediately enhances the efficiency of computer programming and offers the ability to streamline marketing departments and their related output. What befuddles me though is that so few leaders and organizations are communicating their viewpoints on AI via internal policies and usage guidelines. Head-scratching really. So, the remainder of this newsletter offers the good and the potentially bad of ChatGPT, as well as a policy for your organization to consider.   
 
For the uninitiated, here is a description of ChatGPT:
ChatGPT, a cutting-edge language model that can revolutionize the way you interact with your customers, employees, and stakeholders. ChatGPT has been “trained” via a vast corpus of data, enabling it to generate human-like responses to a wide range of queries currently known as “prompts.” With ChatGPT, you can automate your customer support, streamline your HR processes, and even create personalized marketing campaigns. But while the potential benefits of ChatGPT are immense, it is important to be aware of the potential hazards of misusing this technology.
 
Yes, yes, ChatGPT generated about 90% of the above paragraph.  
 
The Pros & The Cons of ChatGPT
Positives:

1. Speed and Efficiency: ChatGPT can process and respond to large volumes of data or queries at a faster pace than human agents, thus increasing efficiency and reducing response times.
2. Cost-Effective: ChatGPT can provide 24/7 customer service, which means that you don't have to pay human agents to be available round-the-clock.
3. Scalability: ChatGPT can handle multiple conversations simultaneously, making it easier to scale customer service and support operations.
4. Personalization: With the right data inputs, ChatGPT can provide personalized recommendations and responses that can improve customer satisfaction and loyalty.
5. Versatility: ChatGPT can be used for a variety of applications, from customer support to content creation, making it a versatile tool for businesses.

1. Limited Understanding: While ChatGPT can mimic human language, it does not have the same level of understanding or empathy as a human agent, which can lead to misunderstandings or unsatisfactory responses.
2. Biased Responses: As ChatGPT is trained on existing data, it can inherit biases and prejudices from the training data, leading to biased or offensive responses.
3. Misuse: ChatGPT can be misused to spread misinformation or generate false content, which can damage a business's reputation or cause harm to individuals or communities.
4. Security and Privacy Risks: ChatGPT can be vulnerable to cyber-attacks and security breaches, leading to the theft or misuse of sensitive data.
5. Dependence: Over-reliance on ChatGPT can lead to a reduction in the quality of human interaction and customer service, leading to a decrease in customer satisfaction and loyalty.

1. Employees are encouraged to ask ChatGPT questions and engage in conversation, but should not upload any information to ChatGPT that could potentially compromise their own privacy or the privacy of others. 
2. Any misuse of ChatGPT, including attempts to upload or share sensitive information, may result in the employee being blocked or banned from using the service. 
3. Employees are reminded that ChatGPT is an AI language model and may not always provide accurate or reliable responses. Employees should use their own discretion when considering ChatGPT's output or suggestions. 
4. Use ChatGPT responsibly: ChatGPT is a powerful tool that can be used for a wide range of purposes, but it is important to use it responsibly. Do not use ChatGPT to generate false or misleading information or to spread misinformation. 
5. Train ChatGPT carefully: ChatGPT is only as good as the data it has been trained on. Be sure to provide it with high-quality data that is relevant to the task at hand. Also, be aware that ChatGPT can sometimes generate biased or offensive content, so it is important to monitor and correct its responses. 
6. Be transparent: If you are using ChatGPT to interact with customers or stakeholders, be transparent about the fact that they are interacting with a machine. This can help avoid confusion and build trust. 
7. Protect company data: If you are using ChatGPT to collect or process organizational data, be sure to take appropriate security measures to protect that data. Follow best practices for data security and privacy, and be transparent about your data practices.

 
Until next time, be well.  
 
Doug Van Dyke is a leadership development expert, executive coach, strategic planner, and Certified Speaking Professional. Contact him today about exciting programs, meaningful coaching, action-oriented strategic planning and speaking at your event. .(JavaScript must be enabled to view this email address), www.leadershipsimplified.com, 941-776-1121.

In today’s highly competitive, technology driven marketplaces, adjusting and sustaining your organization’s business model is imperative. Any organization that has not deeply examined their business model in the past 12 months is already behind the competition. For purposes of simplifying the complicated, this narrative addresses three key areas for leaders to consider when maximizing their organization’s model.

1. Systems. From an analysis standpoint this can address processes and procedures, as well as automated systems and technology protocols that make your organization efficient. When was the last time that your organization critically evaluated the top three “systems” that are essential to success? If a savvy competitor entered your marketplace today, would they be utilizing systems and protocols similar to what you have in place? If either of these questions make you a bit nervous, the odds are good your organization is due for some self-examination. Tip: Don’t go on a witch hunt if some of your procedures and systems are outdated. Just make certain you drive an analysis that keeps the internal workings of your organization competitive. 
2. Structure. It’s very easy for organizations to experience a problem and to throw additional staff at the issue. Concurrently, as people are longer tenured or show skills in mission-critical areas, they are often launched into leadership positions prematurely. Sometimes they are a terrific fit and thrive, other times they struggle and so does their team. Typically leaders move people around based on their perception of the person’s skills, personality, or the organization’s needs. Ultimately what occurs is an organizational structure that is not optimized for nimbleness in a changing marketplace. Tip: Step back and give yourself an opportunity to engage in a Blank Org Chart Exercise. In the process, you will create a structure that aligns five key areas:

Structure → Talent → Coaching & Development Plans → Career Paths → Succession

3. Scale. Once systems have been examined/enhanced and a strategic structure is in place, you can think about scale. What type of scale does your organization need in the marketplace to compete effectively? What scale is necessary to maintain your independence? (If independence is desired). What scale and ease of acquiring other organizations is needed if what you lead is an aggregator? Tip: An organization that has proper systems, structure and scale in place is well prepared to engage in a robust, action-oriented, strategic-planning process. This allows your organization to expand, sustain or defend with maximum results.         

Bottom Line: Get the right people in the right places in your organization. Provide training and development that will help everyone grow in their current capacity. Examine the systems and procedures in your organization and throw out the archaic. Streamline for efficiencies, while leveraging every technological breakthrough possible. Lastly, make certain your business model is scalable. Only mergeable, scalable organizations will be able to keep pace in a vibrant marketplace that constantly pushes boundaries and grays lines. Here is the good news, you are a savvy leader who is action-oriented. Bravo! Go forth and help your organization self-examine in a healthy, growthful way. Lead change. And help your people realize that nimbleness leads to sustained success.  

Happy Thanksgiving Leaders! It’s time for our annual thankful-leader newsletter. As we enter the home stretch of 2023, many organizations are focusing on daunting challenges they will face during 2024. Some of the challenges are personnel related, others are financial. Many organizations will be executing strategic pivots, as well as entering new markets. With a swirl of topics on a leader’s mind, it is easy to lose sight of some very important actions. These actions include giving thanks. With Thanksgiving next week, this is an excellent opportunity for all of us to take stock and reflect outwardly and inwardly on the many things for which we have to be thankful. There is a meaningful list when you truly focus on the important.
 
Family
If the Covid era did one thing, it has reinforced our appreciation and value for our family. Yes, yes, even those family members. Take time to have special moments with your significant other and close family members this week. My wife, Veronica, is incredible. I am thankful for her support, encouragement, and love. My sons are amazing. They are achieving, learning, growing, and contributing to the world. Bravo! Without family, leaders can easily become lost. Our families can serve as a compass for us, as well as a foundation. Savor. Give thanks for the many amazing people who are part of your family. 
 
Friendships (including our Furry Friends)
Our closest friends bring richness to our world. Not only do I have the best clients in the world (and the coolest!), but I am blessed to have the most incredible friends on the planet. Take time this week to reach out to your best friends. Let them know specifically what makes them magical. They will probably share why you are magical to them. Doesn’t our world need a little more magic? Make it so. And don’t forget the love and comfort our pets and furry friends bring to us. Even if you are a cat-person, there is something special there.
 
Health, Spirituality & Your Ability to Thrive
We all have differing levels of health. Give thanks for what health you have. Strive to be healthier – in your mind, with your body, in your soul. Savor your spirituality and give thanks mightily during this holiday season. Cherish your ability to craft your future and to thrive. We must move forward in order to not fall behind. Strategize. Set a course. Execute! 
 
Your Company/Organization
The Herculean work of your team members this year has been nothing less than inspiring. Whether you are part of a small shop, or work for a Fortune 500 company, odds are good there are many things for which to give thanks. Take a moment and make a list of the top five positives related to your organization. Give thanks for those five items. Be intentional about using your leadership influence to enhance your organization’s strengths going forward.
 
Your Customers/Clients/Patients
Be thankful for your customers or whatever moniker suits the people your organization serves. Heck, providing excellent service and products to customers is an organization’s reason for existing. This week, review your list of customers, clients, patients. Even though the client’s name may say ABC Corp, they are people and, of course, worthy of our thanks. This week, give thanks to the many people who are your customers and who deserve our best each day.
 
Your Team
Be thankful for the professionals that comprise your team. While some are frustrating, most are heroes. Savor them. Ponder the positives and the smiles that your team brings to the workplace. Share effective feedback with your people and help them feel valued. Place differences to the side. Give thanks for the difficult situations that seemingly drive co-workers or groups apart. Ultimately, we grow stronger from experiencing and overcoming workplace challenges. While the following phrase is trite, it is a true acronym for TEAM: “together everyone achieves more.” Share your thanks with others in your organization, directly and in-person, if possible. I will let you in on a secret, your team members are thankful for your leadership. Share a meaningful moment with them this week.   
 
Your Thirst to Learn
The fact that you are reading this newsletter connotes that you are a life-long learner. Give thanks for the fact that you love to grow your skills and enhance your knowledge. It is a terrific trait, and certainly something worthy of giving thanks. Keep on learning. Keep on growing. In fact, I challenge you to make a list of the three areas in which you will learn and grow during 2024. Take time, ponder how you want to raise your bar of excellence. The rest becomes easy. It is merely a matter of execution. Learn, and be thankful for this desire.
 
Allies & Outside Resources
Every organization has people outside of it who provide value. Take time to give thanks for those who refer business to you. Appreciate service providers who help you when you are in a bind. Make a list of the top seven people outside of your organization who positively impact your work world. Give them a call or reach out in some way. Let them know you are thankful for their efforts and their acumen.
 
Your Country
While this newsletter is read by leaders in 17 countries, all of those countries are free and wonderful. Be thankful for your country and what it stands for. Give thanks to the men and women of your nation who sacrifice to keep it free. Realize that despite all challenges we live in a marvelous, exciting time. Be confident in the knowledge that good always triumphs over evil. Give thanks for your nation!
 
Be Thankful for Yourself
Some of you are funny, and all of you like to laugh. Some of you are great thinkers, and all of you contemplate each day. Some of you are creative, and some of you appreciate creativity. However, all of you are unique and talented. Take a moment and look in the mirror. Give thanks for who you are and what you have accomplished. You are a leader. You make positive differences in people’s lives. And you accomplish meaningful things each day. Give yourself a break, and give yourself some thanks.  
 
Bottom Line: Be an incredible leader and give thanks often. There is much to appreciate. Look around. There is heroism everywhere. Peek through the foggy curtains that are created by stress and tasks, and simply gaze. Then, take pause. And, be thankful for your amazing world.
 
Happy Thanksgiving Everyone! Until next time, be well.
 
Doug Van Dyke is sincerely thankful for the incredible people and organizations in his world. He is an executive coach, leadership development expert, and strategic planner. To learn about upcoming Leadership Simplified events, feel free to click on any of these links: leadership development programs, 1-day leadership boot camps, executive coaching, strategic planning. To have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

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The hybrid work world is here. But, of course, you already know this. If there are any detractors who doubt that a distributed workforce is the new norm, consider this: A recent Wall Street Journal Article stated that less that 4% of organizations will be going back to work totally onsite. With this in mind, it becomes imperative that leaders are adept at leading a remote workforce that will be offsite a large percent of the time. Savvy leaders will be keeping the following areas in the forefront of their minds.  

1. Master the Basics. The blocking and tackling of leading hybrid workers is to ensure that while working remotely team members have the proper technology setup, security protocols, and professional atmosphere. Instrumental in maximizing their productivity is to make certain their offsite workspace is ergonomically terrific. If remote workers are sore by the end of the day or develop carpal tunnel, their productivity and job satisfaction will plummet.
   
   
2. Minimize the Big Quit. Aside from a large pop in pay, two of the core reasons team members leave organizations has to do with not feeling valued or possessing a sense of belonging. Some questions to ask yourself are: 1. Do our people feel valued by our organization? If so, why? 2. Do our people feel valued by their direct leader? 3. Do our people feel like they belong here? Especially in young workers, a sense of belonging coupled with a strong community connection are the catalysts that keep them with your organization.  
   
   
3. Nurture the Culture. While conducting one-on-one interviews with CEOs on the topic of culture, something became very clear to me: Not once was co-location mentioned as essential to their culture. Based on my findings, it’s fair to say that a strong culture is not dependent upon every team member being onsite. Yet, a healthy culture is essential for an organization to thrive. For leaders to support and grow a healthy work culture, they should be laser focused on the following:
    
   • Leading by values
   • Sharing & reinforcing a meaningful vision
   • Ensuring a positive work environment 
   • Recognition and awards programs
   • Training & development
     
     

4. Make Your Communication Sticky. Remember: Just because you speak or send an email does not mean that communication has taken place. A huge part of effective leadership is ensuring that two-way communication has occurred. If we send an email, it needs to be succinct and targeted. Using a long-tail subject line can make certain team members open your email more quickly. Also, be strategic about the frequency and the communication channels you leverage. Here are several items to consider.
    
   • What channels of communication does your hybrid workforce prefer (i.e., email, text, Zoom, what about after-hours communication?)
   • Quarterly Town Hall Meetings
   • High quality videos and internal presentations for virtual employees (as well as in-person workers)
   • Internal newsletters showcasing everyone’s life activities and work accomplishments
   • Purposeful posts on favored social media (Instagram, LinkedIn, etc.)
     
     
5. UpSkilling & ReSkilling. Effectively leading a remote workforce calls for leaders to be at the top of their game. It also calls for leaders to leverage winning skills in a different way. It is imperative that leaders are equally comfortable (and skilled) with leading onsite workers, offsite workers, and hybrid workers. Here is a cross-section of skill areas in which savvy leaders need to be elegantly effective.
    
   • Priority management
   • Action planning
   • Time management (and teaching it to team members!)
   • Leading multi-generational teams
   • Leading DEIB (diversity, equity, inclusion and belonging)
   • Building cross-functional collaboration
   • Brainstorming
   • Solving problems with a distributed workforce
   • Elegantly talking up EAP

If you were in jail and found yourself scheduling a parole board hearing, what time of day would you choose? (If you are ever faced with this grim prospect you obviously missed reading our series of newsletters on ethics!) Back to the hearing, you probably would be so happy to have a parole hearing you would not care when it occurred, right? Well, various studies have concluded that inmates who appear at morning hearings are paroled with a much greater frequency than those who appear in the afternoon. It turns out that the reason for this odd occurrence is a syndrome known as decision fatigue. According to researchers, “Decision fatigue refers to the deteriorating quality of decisions made by an individual, after a long session of decision making.” Former President Obama was so aware of decision fatigue that he limited the number of different colored suits and ties he had to choose from. He did this to minimize the number and scope of decisions he made during a given day. Perhaps you have experienced this at the end of the day when faced with a simple dinner choice.

Loved One: “What do you want for dinner honey?”
You: “Anything. Surprise me. Don’t ask me any more questions.”

In an article that appeared in the New York Times, writer John Tierney stated that “No matter how rational and high-minded you try to be, you can’t make decision after decision without paying a biological price.” Mr. Tierney went on to say that decision fatigue is different from physical fatigue because you become low on mental energy as opposed to physical stamina. Further, Tierney stated that “The more choices you make throughout the day, the harder each one becomes for your brain…. eventually [your brain] looks for shortcuts.” The shortcuts come in the form of either making impulsive, often poor decisions, or in simply shutting down and making no decision. Either path can potentially create a problem. The potential problems, unfortunately, do not enter into our thinking once we experience the onset of decision fatigue. Yes, yes, Zoom fatigue falls right in line with this topic.

Minimizing The Decision Fatigue Trap

Often, leaders who are experiencing decision fatigue or Zoom fatigue become short-tempered or irritable. If you find yourself falling into the decision fatigue trap, consider embracing these steps to avoid or minimize potential problems.

1. Morning Power Time. Set aside 60 minutes on selected mornings to accomplish mission-critical work and to make important decisions. If you consistently execute this you will find that your decisions will be more strategic and effective. Note: For a large percentage of leaders, the earlier in the morning they designate Power Time, the better their results.
2. Energetic Lunch & Snack. Seek to rejuvenate during lunch by exercising for 20 minutes. A brisk walk will do the trick. This will build energy (not deplete it) and help to “reset” your decision-making clock. Also, eat a salad. This will minimize any carbohydrate induced crash that you may experience in the mid-afternoon. Note: Eat a snack (apples, hummus, etc.) around 2:30pm in order to stay energized. (Yes, you can do this!)
3. Savvy Salesmanship. For sales leaders or those of you in the sales world, be strategic about planning your "get a decision" meetings. In other words, if an outcome from your meeting is to have your customer or prospect make a decision, seek to schedule the meeting for the early to mid-morning. The later in the day that your prospect is making a decision, the greater the probability that you will be put-off or disappointed.
4. Create a Habit. Seek to repeat this routine for the next 16 workdays in order to create a habit. If you are unable to commit to 16 consecutive days, consider making this a twice a week ritual.

Bottom Line: Decision fatigue and Zoom fatigue are real. All leaders experience them to a greater or lesser extent. If you find yourself a bit irritable during the day, be wary of falling into the decision fatigue trap. Catch yourself and change a couple of your behaviors in order to minimize any ill effects. The positive results of minimizing decision fatigue and Zoom fatigue are many:

1. Better decisions
2. More timely decisions
3. Additional time in your day to use for coaching others
4. Increased team productivity
5. Improved sales results
6. Positioning yourself as a decisive leader who can help others to make sound decisions.

Until next time, be well!

 “Times of uncertainly are filled with opportunity.”

1. Empower Others While Providing Guardrails. Leadership is a difficult balancing act of delegating and managing simultaneously. Yes, leaders need to provide appropriate direction. Leaders also need to be hands-off so that their team can accomplish necessary outcomes. In the process, the leader will free up valuable time that will allow them to focus on strategy and more complicated tasks.
2. Use Priorities to Focus and Praise to Propel. Past studies have shown that fewer than 40% of Fortune 500 Board of Director members can accurately state the top priorities of their organizations. In other words, it is very difficult to have broad alignment and clarity of organizational priorities. Use priority communication tools to share goals and to get your team aligned with those goals. As your team executes goals, lavish praise on them. According to a Corporate Executive Board study, effective feedback can lead to a 35% increase in team member performance. Do not be too busy to share feedback. It is an integral skill for leaders to leverage while they inspire others.
3. Encourage Others to Take Care of Themselves. One of the more frequent comments I am hearing from leaders is how burned out their people are. It’s understandable based on the stresses and strains of the Covid era. During stressful times it is easy to lose focus on the individual basic needs of sleep, hydration, nutrition and exercise. The number one contributor to good mental health is a restful night’s sleep. Demand that your team members get the number of hours of sleep they need, AND that it is restful. Encourage them to drink water, which helps with brain health. Exercise helps to reduce stress, and eating nutritious foods provides the right fuel for stamina. Satisfying these basic needs are the core elements that enable team members to best deal with stress, anxiety and uncertainty. 
Bottom Line: Out of chaos comes clarity. As Robert Louis Stevenson once said, “It is the mark of a good action that it appears inevitable in retrospect.” Years from now we will look back at these times and the best paths forward will shine quite clearly. Whether we lead our organizations down the optimal path is to be determined. However, by making decisions and taking action, you will keep your organization moving forward. The odds are good your team will emerge from uncertainty years ahead of the competition.  
 
Until next time, be well.
 
Doug Van Dyke is an executive coach, leadership development expert, teambuilder, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).
 
© 2021 Leadership Simplified. All rights reserved.

“In the midst of winter, I finally learned that there was in me an invincible summer.”
   - Albert Camus
 
Pardon me as I wax poetic to begin this newsletter. Not only do I like Camus as an author (I am not alone, he won a Pulitzer way back when), but I really like the concept of invincibility. We are in the dog days, you know – in more ways than just summer. So how do we begin to even think in terms of invincibility? Well, take a peek at the following four areas and see what happens.

1. Evaluate your leadership karma. It is easy to pick out ineffective leaders. They have little followership and are usually disguised as a worker-bee with a title. True leadership does not carry a title. Many of you know people who greatly impact their workgroups or organizations, yet do not possess a leadership moniker. Make certain that you are exhibiting real leadership – real guidance – and not just using title or authority to move people in a desired direction.
   
   Lesson for Leaders: “Leaders impact culture”^TM. Evaluate your influence and make certain it is universally positive. Due to the hybrid work world, ensure that you are connecting effectively virtually as well as in person.

2. Accentuate the positive. No, no I will not break into the lyrics of an old Jimmy Durante song. How many of you have even heard of Jimmy Durante? Rather, my point here is to take stock of your positives. In other words, catch yourself doing things right. Make certain that you are aware of your strengths and the qualities that make you terrific. This may sound like an odd request, however, a lot of leaders second guess themselves and their decisions. Reflection is fine. Make certain you reflect properly on just what makes you valuable. Understand it. If necessary, ask other people you respect to give you their candid opinions. Have you ever received a personal testimonial that just blew you away? Right. You are really good. Don’t forget that.
   
   Lesson for Leaders: Understand your shortfalls, but not at the expense of abandoning your strengths. Seek to subtly expand your core competencies and then hold on to your hat. Magic!

“Do what you can, with what you have, where you are.”
-Theodore Roosevelt

“It’s hard to beat a person who never gives up.”
   Babe Ruth

1. Do not be afraid to make mistakes. If you are not making errors, you are not leading aggressively enough. Leaders cannot afford to make a lot of mistakes, but each mistake you experience helps you learn. This also brings you closer to breakthroughs that will make positive differences. 
2. Take people on. When you or your team is faced with a situation when you are being wronged, speak up and do not accept a raw deal. Babe Ruth faced down fastballs. Leaders get to face down adversarial personalities. When the timing is right, get gutsy, and be able to do so in a strategic manner and on a moment’s notice. Can this trait be learned? The answer is “you betcha.” Keep in mind though, it takes a lot of work to come across as a sharp person who is gaining clarity on a situation, as opposed to a combative jerk.
3. Possess diverse talent. Just as the Babe could pitch and hit, leaders have to wield a variety of styles as they effectively lead their people. As you lead an array of different personalities, you will also be faced with challenging leadership situations. Do not be one-dimensional and just a home run hitter. Engage in leadership development initiatives that expand your leadership capabilities and assist you in operating effectively in complex situations. 
4. Negotiate.  In 1927 Babe Ruth’s contract was more than 10 times greater than other top players. In fact, his compensation exceeded that of the president of the United States! When asked about the latter fact, the Babe quickly replied, “I had a better year than the President.” In short, the Babe was able to sell himself. Likewise, effective leaders are able to sell their ideas, their vision, and their team’s accomplishments. In the process, they negotiate terms and conditions that are favorable to their organization. If you are uncomfortable with negotiating, get comfortable! It is a necessary and admirable skill.
5. Be polished. The Babe was a stylish guy with a persona that created followership. Let your sound leadership capabilities create followership for you. In addition, enhance your leadership image by dressing professionally, staying fit, and being well-groomed. Yes, yes, even if 90% of your professional interactions take place via Zoom! Your attire and style should match your organization’s culture. Let your manner blend in, while your professional skills stand out.

This year has been the strangest and one of the toughest of my life. In fact, if this has not been the strangest year of your life you, my friend, have lived a wild one. Yet, with so many challenges still facing us, we have much to be thankful for. With Thanksgiving fast approaching, let us take stock and reflect outwardly and inwardly on the many things for which we have to be thankful.
 
Friendships
If ever there was a year that we needed friends and all the richness they bring to our world, it has been 2020. Not only do I have the best clients in the world (and the coolest!), but I am blessed to have the most incredible friends on the planet. On a daily basis, I’m in front of groups of people. It is not uncommon for me to be speaking in front of hundreds of people. I love people. However, sometimes I can be a very private person. And one-on-one time with my closet friends is some of the most cherished time of my life. I am blessed with the most amazing friends. Some, but certainly not all of them, are named Chris, Kevin, Joan, Michael, Risa, Jonathan, Jim, David, and of course, my buddy Lee. This year, however, I lost one of them to Covid-19.  
 
Brian Claybaugh was one in-shape dude. When he was younger, he played competitive soccer on the world stage. Over the past weeks I have searched my memory banks, and for the life of me I do not have a memory of Brian when he was not smiling. Telling a story to Brian was such fun. As the story would unfold, Brian would be lasered in. There would be a glint in his eye and a growing smile. And when you hit the punchline he would laugh heartily, authentically. He was marvelous. When he would tell a story there was a boyish charm in his Oklahoma-twang. His stories just kept you smiling, even if they were about the weather. Brian’s wife, Tara, is one of my wife’s BFFs. The love affair of Brian and Tara is one of magic. Storybook. In August, Brian contracted Covid-19. He spent 19 days on a ventilator before he died. He was 46 years old. Brian’s memory haunts me every day. But in such a good way. I can’t quite get his laugh out of my head. And that smile. It is indelibly imprinted in my mind, Brian’s broad, wonderful, sincere, smile.  

Brian Claybaugh 1974 - 2020
 

Your Organization
This year has stressed-tested every organization. And without fail, every organization I have seen has risen to the occasion. Frankly, I have been blown away by the incredible job our clients have done during the Covid era. Plus, the Herculean work of every team member this year has been nothing less than inspiring. Whether you are part of a small shop or work for a Fortune 500 company, odds are good there are many things for which to give thanks. Take a moment and make a list of the top five positives related to your organization. Give thanks for those five items. Be intentional about using your leadership influence to enhance your organization’s strengths going forward. All of this years’ challenges have not been overcome. However, there is a lovely light on the horizon. This too shall pass.
 
Your Customers/Clients/Patients
Be thankful for your customers or whatever moniker suits the people your organization serves. Heck, providing excellent service and products to customers is an organization’s reason for existing. This week, review your list of customers, clients, patients, internal colleagues. They are people, even though the client name may say ABC Corp. Give thanks for the many professionals who are your customers and who attempt to do their best each day. As you review your customer list, take pause by each name and think about the positives they bring to your organization.
 
Your Team
Be thankful for the professionals that comprise your team. Some are frustrating, but most are heroes. Savor them. Ponder the positives and the smiles that your co-workers bring to the workplace. Share effective feedback with your people and help them feel valued. Place differences to the side. Rather, give thanks for the sometimes difficult situations that seemingly drive co-workers or groups apart. Ultimately, we grow stronger from experiencing and overcoming workplace challenges. While it is a trite but true acronym for TEAM: “together everyone achieves more.” Share your thanks, directly and in-person, with others in your organization. I will let you in on a secret, your team members are thankful for your leadership. Share a meaningful moment with them this week.   
 
Your Thirst to Learn
The fact that you are reading this newsletter connotes that you are a life-long learner. Give thanks for the fact that you love to grow your skills and enhance your knowledge. It is a terrific trait, and certainly something worthy of giving thanks. Keep on learning. Keep on growing. In fact, I challenge you to make a list of the three areas in which you will grow and learn during 2021. Take time, ponder how you want to raise your bar of excellence. The rest becomes easy. It is merely a matter of execution. Learn and be thankful for this desire.

Studies have shown that people who can effectively work from home are 15% more productive than their onsite peers. There are a variety of factors leading to this including, less interruptions and office politics, as well as a stress-free commute. The challenge is, fewer than 25% of team members CAN effectively work from home. This is not surprising considering that less than 5% of the U.S. workforce are full-time, work-from-homers.
 
Currently, however, we are faced with a crisis that demands that ALL or at least a portion of our people work from home. Leaders, there is no playbook for this. We are improvising. And, we must do so strategically. Here is a guide for you to consider as you and your team “Do The Right Thing” and maximize results while doing so.    

1. Sense of Place. Everyone wants to start the work-from-home conversation by discussing technology. How are people going to connect? What access do they need? What about cybersecurity? These questions are important. However, one of the biggest challenges work-from-home team members face is the psychological hurdle of suddenly not having a work destination. In other words, not having a sense of place. As a result, many team members feel lost and even lonely. In fact, loneliness ranks very high when remote workers are asked to identify productivity killers while working from home.  It is easy to feel lost. And team members who feel lost are painfully unproductive. Regarding the creation of a workspace at home, consider the following:
    
   1. Have a set room, table, or cordoned off space that is strictly used for work. Note: Their bed does not count. Believe it or not, more than 10% of people think that working from their bed is totally acceptable. It’s not! (See Expectations for more details about this one).   
   2. Boundaries. The opposite of the loneliness-effect for the stay-at-home worker is the “I think I am going to kill my family” effect. Many work-from-homers are experiencing the chaotic fray of children running around, disturbing random noise, and the relentlessness of being asked mommy/daddy questions. After all, you are mom, or dad, or the adult in the house. Plus, it’s difficult to flip a switch in kids (or adults for that matter) and suddenly have them turn off being a kid.  Duct tape is not the answer, although admittedly my wife has threatened our children with it multiple times. She is joking. I think. (I hope.) Establishing boundaries, however, IS the answer. And one thing that parents are pretty good at is establishing boundaries with their children. Let kids know that certain spaces or places or times are “off limits” with regard to interruptions. Also, share rewards with kids and family members who respect the boundaries that are established. Positive reinforcement goes a lot farther here than negative consequences when boundaries are broken.  
   3. Ergonomic needs. It is much easier to meet the ergonomic needs of onsite workers. Makeshift workspaces at home are often ergonomic nightmares. Seek to provide guidance on how to ergonomicify (official consulting word) a work-from-home space. If people dare and are open to suggestions, they can also send photos of their workspace.  
2. Technology & Paving the Way for Success. Okay, now that we have created a sense of workplace within our home, we can address the necessary technology and connectivity tools. In the process, we can seek to minimize hurdles to productivity, and ease the burden of working from home.
    
   1. Determine the necessary technology tools. Your IT department or solution provider will nail this one.
   2. Recommit to cybersecurity. Regarding cybercrime, this is a dangerous time. Be vigilant and encourage your home workforce to do the same.
3. Reach Out, Reach Out And …… This is an old AT&T tag line, but at its heart it’s all about connection. And let’s face it, if someone is out of sight they can easily become out of mind. As leaders we need to bridge the distance gap by using connectivity tools to ensure smart communication. In other words, Get Visual! Use tools such as Zoom, Skype, WebEx, et cetera for 10 minutes of social chat in the morning and 10 minutes of social chat in the afternoon to maintain social connectivity. Yes, even your workplace curmudgeons must participate. They can suck it up for 10 minutes of social fun, twice per day.
   
   Make virtual workplace socializations fun and creative. Bonus, if people know they are going to be on video at least twice per day, they will tend to embrace their normal “get ready in the morning” routine. The reason many work-from-home team members are unproductive is because their regular “routine” has been disrupted. Many people may feel their morning get-ready routine is a grind, but that ritual is part of work winning formula. Regarding sociability, determine the method(s) and frequency by which individuals, small groups or the entire team will be connecting.
4. Stretch It Out. Many of us have home gyms. I know my home gym has been getting quite the workout. The vast number of people, however, do not have exercise alternatives readily lying about. What everybody has though is a little bit of open space. Perfect for stretching. Forward work-stretch exercises to your people and institute regular/required (i.e., every 2-hours) stretch breaks. Several of our clients have actually made this activity part of their morning and afternoon videoconferences. Whatever you decide, realize that a little exercise in the morning leads to greater energy during the workday and less fatigue from sitting for prolonged periods. Encourage or demand that work-from-home team members exercise in the morning to whatever level they believe is possible. 
5. Time Management Systems. Procrastination is a productivity killer. And there are hundreds of shiny objects at home that can lead to procrastination. Nothing reduces procrastination quite like a well-honed time management system. As many of you know, I am a big Day Plan fan. This structured approach can deliver maximum focus and productivity, while minimizing day-dreaming and procrastination. One client actually has his team members send him their day plans for the next day. He is very skilled and requests the Day Plans in a collaborative manner that his people support. Plus, they see the positive results that a structured day delivers. Nice!
6. Sleep & Hydration. We live in a sleep-deprived society. On top of that, workers in the United States do not value sleep. Someone who only gets five hours of sleep and shows up to work is treated like a hero, while someone who got eight hours of sleep is viewed as a wimp. Huh? Sleep is how our bodies engage in renewal. It is also how our brains organize memory. Who wants to cut short activities like that? Encourage people working from home to get extra sleep since they will have no commute and have a shorter get-ready time.
   
   Regarding hydration, keeping our brains properly hydrated allows for maximum thinking capacity. We tend to be a bit on the dehydrated side. Encourage people to have water handy while they are working from home. Afterall, they won’t have a line at the bathroom if they over-hydrate.
7. Humor. Goodness do we need humor now. It is pretty easy to get sullen. Yes, we are dealing with a crisis. But you know what, we ALL like to laugh. Leaders, find a way to help your work-from-home team members laugh a little bit each day. This is, of course, work-appropriate humor and does NOT involve turning on a Netflix comedy special and getting sucked into another dimension of procrastination.
8. Share Best Practices. Your organization is a learning organization. During this work-from-home, crisis situation, we are going to learn a lot. Catalog that. Have team members share what is working for them regarding working from home. Also catalog what is not working well. Here are a couple of best practices to consider:
    
   • Hold succinct teleconferences or Skype meetings. Ensure they are crisp and well-planned. Use an agenda that is distributed in advance. And make certain they begin and end on time. 
   • Virtual teambuilding. Often times, leaders think of teambuilding only when people are actually onsite. Realize that it is even more important to conduct workplace teambuilding with distance teams.
9. Expectations. Studies reveal that 25% of the workforce are unclear about workplace expectations. And the vast majority of those workers have onsite jobs. Just imagine how fuzzy workplace expectations get when people are not connecting with their boss each day. There is an opportunity for leaders to be very clear about their expectations of team members. Also, leaders should strive to know what remote workers expect of them. Note: In order to effectively lead a remote worker it takes 50% more time investment than with an onsite team member (Dyer, Dyer, & Dyer). Leaders, help yourself and help your team members gain clarity on the following:
    
   • Expectations on creating a designated workspace while working from home.
   • Expect that people will NOT work from bed.
   • Expectations on boundaries with family members while working from home.
   • Expectations about technology needs, usage or ergonomically correct equipment.
   • Expectations on the methodology, timing, and frequency of communication.
   • Expectations to manage time well.
   • Expectations regarding regular work hours and maintaining professional behavior.
   • Expectations about being engaged during virtual meetings.
   • Expectations regarding sleep, stretching, hydration and taking care of themselves.
   • Expectations of sharing best practices (and worst practices).
   • Expectations about sharing their expectations of their leader!     

Bottom Line: No one is an island, even though many of us are by ourselves right now. We are still united. Frankly, more so than ever since we are all sacrificing for the same cause: each other. We have wonderful technology. And more means than ever to communicate. What we need is leadership. Luckily, we have you. Be strong and focused leaders. Help your people to organize their home workspace. Help them to control what they can control. Help them to deliver the results that are needed right now. I am sending positive energy your way, my friends.
 
Until next time, be well.
 
Doug Van Dyke, MBA, CSP has helped thousands of professionals find their way and skyrocket their skills. Take advantage of his Virtual Coaching services today!  

This century we have led through the chaos of 9/11. We have led through the confusion of the Great Recession. We are now faced with leading through a pandemic. No one you know has led their organization through a pandemic of this proportion. Yet, you are not alone. Further, you possess the skills necessary to successfully lead your organization through this very stressful time. In case you need to hit the reset button, I offer you the following seven items to embrace.  

1. Keep Calm & Carry On. If a team is facing a crisis and they throw themselves into chaos, it highlights a lack of leadership. The best leaders remain calm during times of emergency. In fact, their calm coupled with strong actions brings calm to their people. Remaining calm when facing a crisis is one of the Six Rules for Solving Workplace Problems.
   
   
2. Strategy & Style. Another part of problem-solving is to be collaborative. As such, work with your fellow leaders and your advisors in order to craft a strategy that addresses the many alternatives that surround a crisis. Be clear about directions and seek to have narrow guardrails. This may call for you to exhibit a more direct or commanding style of leadership. Execute. People want confident, definitive direction during a crisis.
   
   
3. (Then) Communicate. If we communicate before we have calmed our own nerves and established an intelligent roadmap, we may look like we spoke out of turn. Yes, we need to operate with a sense of urgency. However, do not communicate without a sense of calm and confidence.
   
   Regarding the frequency and channels of communication, once you put forth messaging it needs to be frequently reiterated and updated. Also, identify what the main channel of communication will be for your organization. Don’t just assume that everyone will look for emails because you originally communicated via an org-wide email. State the official channel. Share how often team members can expect updates. Identify others in the organization that may also be providing official information and directions. The bottom line here: Leave Nothing to Chance. Clear communication is of paramount importance.
   
   
4. Training. Odds are good that most of the leaders in your organization have not led their team through a world-wide crisis. Due to the nature of a pandemic, in order to maintain some type of normal operations, most organizations will be resorting to having many employees work from home (or remotely). On the surface, this makes logical sense, and seems easy. The dark side, however, is that fewer than 50% of people can productively work from home. This is where you and your leadership team enter the equation. Make time to educate your leadership team and help them understand how to Lead Virtual Teams. In other words, your leadership team may need to take a crash course on how to effectively lead remote workers.
   
   
5. Track. Your organization is a learning organization. While leading through a pandemic is an unfortunate learning experience, it nonetheless allows us to gain knowledge. Some of the experiences your organization may want to track along this journey are as follows: 
   • What actions are working, and why?
   • What messaging is resonating, and why?
   • What communication channels are proving effective?
   • What is falling flat, and why?
   • What mistakes have we made?
     
     
6. Position Yourself as a Sherpa. Do NOT position yourself as a resource through this fog. Make it clear to everyone that you are an expert guide. Further, communicate that your C-Level team are experts as well (see Training above). Let everyone in your organization know that you are available 24/7 for any reason. Then, live this. Line up support that will allow you to live this. And, enlist help and up your game as needed to be able to walk the talk.
   
   
7. Set a Vision for the Future. To whatever extent you can, help your team understand what lies ahead in the medium and long-run for your organization. This may sound sensationalistic, but humans are a very resilient species. We adapt quicker than any species the world has ever known. We will most assuredly gain a handle on this pandemic and emerge wiser and more knowledgeable. Frankly, the civility and cooperation that is being executed around the world is quite heart-warming. We are survivors. And we grow. The silver lining in this pandemic may be that we unite as a species and treat Mother Earth with more respect. We are One. It’s a shame that it is taking a pandemic to bring that message to light.  

My all-time favorite baseball player is Babe Ruth. In fact, he and I share a birthday, February 6^th, a nice time of year. Everybody remembers the Babe as an incredible hitter. He hit 714 home runs in an era when 300 career homers was outstanding. He was not a one-dimensional player, either. He was an incredible pitcher who won 94 major league games (94-46 lifetime – not bad!). It was his slugging, however, that made him a legend. So how do legends think? What actions lead to their success? “Never let the fear of striking out get in your way,” the Babe would say. His philosophy was simple: “Every strike brings me closer to the next home run.” He was also well known for taking pitchers on and not backing away from intimidating hurlers. The majority of his career he wore Yankee pinstripes, but during off hours he was known to be quite dapper. He could afford to look dapper, he negotiated the best paying contract in baseball. There are lessons for successful leaders in the words, actions, and achievements of Babe Ruth. Let’s take a look at five qualities to consider:

1. Do not be afraid to make mistakes. If you are not making errors, you are not leading aggressively enough. Leaders cannot afford to make a lot of mistakes, but each mistake you experience helps you learn. This also brings you closer to breakthroughs that will make positive differences. 
2. Take people on. When you or your team is faced with a situation when you are being wronged, speak up and do not accept a raw deal. Babe Ruth faced down fastballs. Leaders get to face down adversarial personalities. When the timing is right, get gutsy, and be able to do so in a strategic manner and on a moment’s notice. Can this trait be learned? The answer is “you betcha.” Keep in mind though, it takes a lot of work to come across as a sharp person who is gaining clarity on a situation, as opposed to a combative jerk.
3. Possess diverse talent. Just as the Babe could pitch and hit, leaders have to wield a variety of styles as they effectively lead their people. As you lead an array of different personalities, you will also be faced with challenging leadership situations. Do not be one-dimensional and just a home run hitter. Engage in leadership development initiatives that expand your leadership capabilities and assist you in operating effectively in complex situations. 
4. Negotiate.  In 1927 Babe Ruth’s contract was more than 10 times greater than other top players. In fact, his compensation exceeded that of the president of the United States! When asked about the latter fact, the Babe quickly replied, “I had a better year than the President.” In short, the Babe was able to sell himself. Likewise, effective leaders are able to sell their ideas, their vision, and their team’s accomplishments. In the process, they negotiate terms and conditions that are favorable to their organization. If you are uncomfortable with negotiating, get comfortable! It is a necessary and admirable skill.
5. Be polished. The Babe was a dapper guy with a persona that created followership. Let your sound leadership capabilities create followership for you. In addition, enhance your leadership image by dressing professionally, staying fit, and being well-groomed. Your attire and style should match your organization’s culture. Also, nice shoes coupled with excellent table manners always help image and success.

 
Bottom Line: The Bambino, as Babe Ruth was affectionately known, was a baseball legend. He possessed talent, grit, vision, and spirit. He was undaunted when faced with failure. He was confident in his abilities to achieve goals. He won, and he won big. As you lead your team, remember the good qualities of the Babe. Lead with confidence. Do not fear striking out – just do not do it too much. Take responsibility for the success of your team, and applaud them when they soar. Look professional, and boldly lead in tough situations. The next thing you know you will be hitting the long ball. There it goes, over the wall. Now round the bases and gives us a tip of your hat.  
 
Until next time, be well.
 
Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

“I can see clearly now, the rain is gone.” - Johnny Nash  
Welcome to the New Year and a New Decade. Hopefully, whatever the “rain” is in your world has dissipated and 2020 looks like clear sailing. We are at an interesting crossroad in our work lives, personal lives, political lives, etc. From a work perspective, this crossroad holds great opportunity to affirm your organization’s current vision, or to set a new course. This is also an ideal time of year to ensure that your team has a clear vision for the future. Creating or restating the vision for your team holds a variety of benefits. Six of them, at least. So, let’s crystal ball together and make certain we are clear about the benefits of being a visionary leader.

1. Leaders who provide a clear vision to their teams create a climate that can maximize performance. Note that I did not say “a rosy vision.” I simply said vision. Good, bad, or indifferent, people want to know where they are going: With their team, in their career, and in life. As such, it is the leader’s job to communicate a vision for the future to their team members. When you communicate your vision to your team, remember to do so in a succinct, understandable fashion.
2. Smart leaders who articulate a clear vision of the future create greater followership with team members. Further, once team members know where they are headed it becomes easier to set priorities and agree on goals. Leaders can then assist team members with well-orchestrated action plans. All this culminates in meaningful results. Voila!
3. Leaders who share a compelling vision with their teams tend to have a higher retention rate when it comes to key employees. We are pack animals and we want to know where the pack is going and where we fit into the pack. Thus, visionary leaders provide clarity regarding where the team is going and in what time frame. Second, visionary leaders share exactly why the team is moving in a prescribed direction. Third, visionary leaders provide a detailed roadmap on how each team member fits into the journey.       
4. Visionary leaders help key team members feel valued. Another terrific employee retention tool is to help your top performers feel that they are part of something significant. Being a part of something significant is inspirational. Help your people stay motivated and engaged by ensuring they are clear about the mission and results of your organization.
5. Savvy leaders reinforce purpose. Since people desire to be a part of something, it is critically important that leaders share a clear vision of what your organization stands for – its purpose and positive contributions. In addition, solidifying a good vision has a lot to do with letting people know where the heck your organization is going, and why it should go there. This type of focused and visionary leadership has served organizations such as Apple very well. 
6. Sharing a vision that “sticks” calls for excellent communication skills. This means that leaders can effortlessly leverage a variety of communication tools and techniques. Beyond excellent public speakers, visionary leaders don’t just listen to respond, they truly listen to understand. This heightened awareness enables visionary leaders to articulate their message so that it has maximum stickability with their team.

 
Bottom Line: Visionary leaders are critical to the organization because they create and adjust corporate culture. A strong visionary leader will inspire breakout results and help team members feel a part of something important. The work that you and your team does is special, and it is stressful. Do not let the grind of the journey deflect your people from embracing the meaning in their work. What your team does and what your organization will do in the future is noble. Share that vision in a clear and frequent manner. Seek to enjoy the journey this year and in the process, make 2020 sizzle. 
 
Until next time, be well.

With Thanksgiving taking place this week, we believe it is a marvelous time for leaders to reflect outwardly and inwardly on the many things for which they have to be thankful.

First of all, be thankful for your organization. It may have faults - most do, however, whether you are a sole proprietor or work for a Fortune 500 company, odds are good there are many things for which to give thanks. Take a moment and make a list of the top five positives related to your organization. Give thanks for those five items. Be intentional about using your leadership influence to enhance your organization’s strengths going forward.

Be thankful for your customers. Heck, providing excellent service and products to customers is an organization’s reason for existing. This week, review your list of customers. They are people, even though the client name may say ABC Corp. Give thanks for the many professionals who are your customers and who attempt to do their best each day. As you review your customer list, take pause by each name and think about the positives they bring to your organization.

Be thankful for your team members. Some are frustrating, but most are heroes. Savor them. Ponder the positives and the smiles that your co-workers bring to the workplace. Share effective feedback with your people and help them feel valued. Place differences to the side. Rather, give thanks for the sometimes difficult situations that seemingly drive co-workers or groups apart. Ultimately, we grow stronger from experiencing and overcoming workplace challenges. While it is a trite but true acronym for TEAM: “together everyone achieves more.” Share your thanks, directly and in-person, with others in your organization. I will let you in on a secret, your team members are thankful for your leadership. Share a meaningful moment with them this week.   

Be thankful for your thirst to learn. The fact that you are reading this newsletter connotes that you are a life-long learner. Give thanks for the fact that you love to grow your skills and enhance your knowledge. It is a terrific trait, and certainly something worthy of giving thanks. Keep on learning. Keep on growing. In fact, I challenge you to make a list of the three areas in which you will grow and learn during 2019. Take time, ponder how you want to raise your bar of excellence. The rest becomes easy. It is merely a matter of execution. Learn and be thankful for this desire.

Be thankful for strategic allies and outside resources. Every organization has people outside of it who provide value. Take time to give thanks for those who refer business to you. Appreciate service providers who help you when you are in a bind. Make a list of the top seven people outside of your organization who positively impact your work world. Give them a call or reach out in some way. Let them know you are thankful for their efforts and their acumen.
 
Be thankful for your family and friends. Take time to make special moments for your significant other this week. My wife, Veronica, is incredible. I am thankful for her support, encouragement, and love. Without wonderful friends and family, leaders can easily become lost. Our family and friends can serve as a compass for us, as well as a foundation. Savor. Give thanks for the many amazing people who are part of your circle of friends and part of your family. Yes, even that family member.
 
Be thankful for your health and spirituality. We all have differing levels of health. Give thanks for what health you have. Strive to be healthier – in your mind, with your body, in your soul. Savor your spirituality and give thanks mightily during this holiday season.
 
Be thankful for our/your country. While this newsletter is read by leaders in 17 countries, all of those countries are free and wonderful. Be thankful for your country and what it stands for. Give thanks to the men and women of your nation who sacrifice to keep it free. Realize that we live in a marvelous, exciting time. Be confident in the knowledge that good always triumphs over evil. Give thanks for your nation!
 
Be thankful for yourself. Some of you are funny, and all of you like to laugh. Some of you are great thinkers, and all of you contemplate each day. Some of you are creative, and some of you appreciate creativity. However, all of you are unique and talented. Take a moment and look in the mirror. Give thanks for who you are and what you have accomplished. You are a leader. You make positive differences in people’s lives. And you accomplish meaningful things each day. Give yourself a break, and give yourself some thanks.  
 
Bottom Line: Be an incredible leader and give thanks this week. There is much to appreciate. Look around. There is heroism everywhere. Peek through the foggy curtains that are created by stress and tasks, and simply gaze. Then, take pause. And, be thankful for your amazing world.
 
Happy Thanksgiving Everyone! Until next time, be well.
 
Doug Van Dyke is sincerely thankful for the incredible people and organizations in his world. He is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

I play golf. Well, perhaps a more honest statement is “I own golf clubs.” Golf for me is more like a nature expedition: Walks in the woods, undersea exploration, discoveries at the beach. I can hook and slice with equal precision. Pool screens fear me. At the end of the day though, I have a scorecard that tallies just how well, or badly, I played during the round. 
 
If only there was a scorecard pertaining to leadership! Well search no more, because here it is. Why attempt to keep a leadership scorecard? Well, as Peter Drucker put it: “We can only manage what we can measure.” Therefore, even if the measure is subjective, why not attempt to assess key leadership traits. Without further ado, here are nine nifty categories to consider for your leadership scorecard. 

1. Communicate Top Priorities. If you have one set of priorities and your team members have a different set, how can you maximize productivity? Worse yet, what if your priorities are not aligned with your boss or the overall organization? What to do? The answer is to use Leadership Simplified’s Priority Communication Tool or another priority system that helps you communicate in a manner that gets everyone rowing in the same direction.  
2. Delegate. Chances are good that you have a LOT on your plate right now. This is an indication that you need to delegate.  How well are you utilizing internal and external resources to move smaller items off your plate so you can focus on the big rocks in your world? Squeamish about delegating? Take a leap of faith – delegate all you can and give your people a developmental opportunity that can help them soar. 
3. Negotiate. Whether it is the ability to de-escalate a heated verbal exchange or to communicate during a complex financial transaction, your ability to negotiate is critical to your team’s success. Make certain you continually expand your repertoire of verbal and non-verbal communication techniques in order to maximize your impact during negotiations.
4. Courage. Often times the difference between success and mediocrity is ten seconds of guts. Courage comes in many forms: Making tough decisions, asking for business, choosing which sacrifices to make. Whatever the challenge, look it in the eyes and get gutsy.
5. Move Groups of People. This means that you are comfortable addressing a group of people, and that you are confident in your ability to have them embrace your message. Many people are intimidated by public speaking. If you fall into that category, remember that most great speakers are made, not born. Given proper coaching on presentation skills and armed with proven best practices, anyone can become an impactful public speaker.  
6. Provide Feedback. Whether you are sharing positive or constructive feedback, seek to be consistent with your methodology and frequent with your praise. My favorite feedback mechanism is a technique called Plus/Deltas. Something else to consider is to be open to receiving constructive feedback. As leaders we often give constructive feedback, but our reaction to receiving constructive feedback sets the tone for the entire team. 
7. Conduct Effective Meetings. This means that the meetings you lead will be focused and efficient. In other words, you will only hold meetings that are necessary. You will start meetings on time, and at the end of your meetings, participants will think, “Wow, that was actually a good use of time!” Many leaders fall short here. Do not be one of them.
8. Lead Change. The pace and array of change we are facing continues to escalate. This is challenging for all leaders because they must grasp change themselves, and they must lead a team populated with people who all embrace change differently. To make matters more challenging, leaders must appear consistent in their leadership approach while they lead change. All while adapting to new environments. Whew, leading change is tough. Only the savviest of leaders do it well. Realize that there is a strategy to driving change that will require you to be an excellent communicator.   
9. Celebrate. Many effective leaders take time to focus and celebrate team success. Furthermore, they recognize individuals who excel. Your organization probably has an array of top performing talent. Be positive, rejoice, have fun. It is the leader’s choice on how much or little to celebrate. Choose wisely and inspire in the process.  

 
With these nine categories simply stated, let’s take a look at a sample scorecard. Keep in mind that in order to gather as much feedback as possible, your scorecard should be completed by you, your peers, your boss, and the team members you lead. In other words, the leadership scorecard can function as a quick Peer 360 Review. Warning: The scoring is cheesy – indulge me. 
 
Leadership Scorecard
Scoring:
            Eagle = Outstanding
            Birdie = Very Good
            Par = Good
            Bogie = Improvement needed
            Double-Bogie = Hit the showers and take up badminton 

 
So leaders, how do you score? Ready for the pro tour? If you would like a few tips on how to improve your game, pick up my favorite leadership book: Leadership Simplified or attend one of our leadership boot camps. They both contain an abundance of resources that will have you turning bogies into birdies in no time. 
 
Now, where did I put those golf clubs? Oh, that’s right – the lake!      
 
Doug Van Dyke is a Tampa Bay based executive coach, leadership expert, and strategic planner. He is also a tournament-winning racquetball player. To learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

Edgar is at wits end. He leads an important team for his organization. Well, he is supposed to be leading, unfortunately, he is in meetings all day. When I say all day, I only mean from 8am – 5pm, including working lunches. The rest of his day is wide open. At the end of some days, Edgar just shakes his head thinking about the myriad of emails, tasks, and paperwork that are waiting for him. He has a good history with his company and enjoys many aspects of his job, but the grind of long meetings and long days is taking its toll on Edgar’s morale. He feels trapped and inadequate - frustrated by his circumstances.
 
What a predicament for Edgar! In fact, many of you reading this may be empathizing with Edgar’s situation. If so, here are five strategies for you to consider.  

1. Delegate effectively. Let’s face it, you are not going to be able to complete many tasks yourself. Not if you are going to experience anything that resembles work-life balance. Thus, you are going to have to be an excellent delegator. This will call for you to be very specific with your team members regarding the tasks and duties that you delegate to them. Your directions, desired time frames, required updates, and resources available to the delgatee need to be crystal clear. In addition, you will need to empower your people because you will not be available to provide guidance to them while they complete delegated tasks.
2. Get your priorities in order. You have limited time to spend with your team. Yet, you need everyone on your team to be rowing in the correct direction. This will call for you to get your prioritization act in order. Here at Leadership Simplified, one of the prioritization systems we recommend is called priority buckets. Regardless of the system you use, organize your team’s top priorities and communicate the daylights out of them. The more you have your priority management act in order, the better your team will be able to perform without your frequent guidance.
3. Set ground rules for meetings. If you are booked back-to-back with meetings, it is difficult to arrive on time to each meeting. Consistently arriving late to meetings will eventually create integrity issues with colleagues. As such, communicate with your colleagues and meeting organizers regarding your situation. If they are in similar circumstances, implore them to begin meetings five minutes past the traditional start time. For example, rather than begin a meeting 10am, agree to start at 10:05am. In addition, consider requesting a five minute cell phone / text message segment during selected meetings during the day. For those of you who are truly passionate about leading effective meetings, you may be interested in the Death by Meetings chapter of Leadership Simplified.
4. Fiendishly manage your email. We are taught that if you want to receive more, give more. And this is doubly true with regard to email: The more you send, the more you shall receive. Recently, a wise leader said to me, “I find that if I send less email, I receive less of the darn stuff.” This is a concept you may want to ponder. Also, if your team members use the A, B, C system in the subject line of their emails, it can help you triage your email when you are attempting to simultaneously digest the 100 or so unread emails in your inbox. For more tools and tips regarding email (including how to effectively use the Reply All function), you may find the following of interest: Leading the Changing Face of Email Strategy, Email Whisperer, and 11 Essential Email Habits.
5. Create workplace expectations. If your day is filled with meetings and strategic commitments, establishing working agreements with your team members, important peers, and superiors is essential. Clearly communicate how all-day, everyday meetings will impact your duties and responsibilities. Likewise, clearly learn others’ viewpoints of your plight. Some may be empathetic, while others will simply expect you to devote your life to your job. Regardless, this is good information to have.  

 
Bottom Line: Being expected to simultaneously participate in meetings all day and effectively lead people seems like a recipe for disaster. It does not, however, have to be such a slippery slope. Efficiently delegate, get your priority house in order, negotiate meeting rules of engagement, manage your email wisely, and drive clarity of expectations. You have more control over your situation than you imagine. Think strategically; communicate; and let your team members support you. The results you deliver will be broad contributions to your organization, a better cross-functional understanding of responsibilities, and team members who grow and develop despite your limited access to them.
 
 
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Please do so, as long as you do not alter the content or embedded links. Also, please include the following information: Doug Van Dyke is a Tampa Bay based leadership and collaboration consultant, executive coach, and strategic planner. To learn more about leadership development programs, coaching and consulting services, visit www.leadershipsimplified.com.

Meg Whitman, the former CEO of eBay once said “Every business has a baby tiger.” What she meant by this statement is that most businesses have at least one, ultra-talented employee who moves to the beat of their own drummer. These baby tigers are, in a business sense, wild. They crush the spirit of their peers because they do not even try to play nice in the sandbox. They feel that their talent and accomplishments overshadow others in the organization. Their viewpoint is “org chart be darned, I report to the president.” C’mon, you know someone like this, don’t you? Most of us have experienced the splendor of collaborating with a baby tiger at some point in our career.  
 
Most leaders view their baby tiger as a rogue team member who needs to be tamed. Changing baby tigers is rarely successful and typically ends badly – they either leave the company which ends up hurting your bottom line, or they stay, pout, and stop being productive. So, what is a leader to do with these beasts? The answer lies with attempting to place your baby tiger in a position in which they can thrive. What I mean is this: think strategically about your baby tiger and seek to position them in one of three ways.
 
The first strategy is to make your baby tiger a sole-producer and isolate them from others in the organization. Surprisingly, baby tigers are passionate about the end game (i.e., the finished product, serving the customer, creating things, etc.). As such, you can have them interact with other people, just not the people within your organization. Oh, and be certain to have your baby tiger report to the president or someone who has authority in the organization. This will appeal to their highly developed sense of self-worth. The problems this creates with other team members will be covered in future newsletters.

Harold is excited about brainstorming with his team to develop new sales strategies. He feels prepared to lead a meeting and decided that a facilitated approach was appropriate. Rather than ask a colleague or outside expert to facilitate the session, he decided that his expertise in sales would serve him just fine in leading his team.
 
He set up the room perfectly. The tables where his team was seated were positioned in a large U-shape. He had two flip-charts in the front of the room, the appropriate level of natural lighting was streaming in, and Harold, already looking triumphant, stood proudly in front of his fine team.
 
Ignoring any type of icebreaker, Harold began the meeting with a brief comment stating that we all know each other and know why we are here. Then he asked for ideas to boost sales. A bit dazed by his shotgun approach, the team members mumbled in confusion. Irritated by an initial lack of response, Harold began to answer his own questions with his ideas. Since the group was not in agreement with Harold’s ideas, they sat quietly so as not to anger him further. The meeting ended quickly and abruptly. Harold harbored animosity against his team, and team members felt as if they wasted time and had been attacked.
 
Have you ever been in a meeting such as this? Led by a leader with good intentions, but essentially delivered with combat tactics? The resulting atmosphere leading to pressure on the attendees, and awkward silences? You are, unfortunately, not alone.
 
So as not to emulate Harold’s performance, let us delve into this concept of facilitative leadership and compare it briefly with the topic of leading meetings. Similar to leading a meeting, yet subtly different in how it achieves solid results is the concept of facilitating. The two primary ways in which facilitating group discussion differs from leading meetings are as follows:

1. When you lead a meeting, you drive the conversation. In addition, you freely express your thoughts, your direction, and your opinions. Typically, all participants, yourself included, are seated when the meeting commences.
2. When you facilitate a meeting, however, it is important to remain as impartial as possible. When facilitating you act as a skilled invisible hand, while plucking informational jewels from an increasingly engaged audience. The people sharing thoughts and ideas are seated, while you, the impartial facilitator, stand or sit at the front of the room.

 
In a nutshell, leading a meeting takes good mechanics, while facilitating a group discussion is an art. A note of caution: when you, the leader, choose to facilitate a session with your team it is imperative that you keep your opinions to yourself. If you begin to direct the group, you will quickly hijack the session and maximized results will not be achieved. If you think that you will want to comment on topics, engage the services of an impartial professional to facilitate the meeting.
 
So, with all of this in mind, how can you perfect the art of facilitation? Here are a dozen of items to consider.

1. Review presentation skills & non-verbal communication. You will need to be on top of your presentation game while facilitating. In addition, your use of proximity and non-verbal communication will be critical while subtly encouraging participation.
2. State a clear purpose for the meeting. Let the attendees know if the meeting’s goal is to brainstorm, solve an issue , take sales strategy to a higher level, etc.
3. Set up a parking lot. Have a flip chart page designated as a parking lot. Any items or topics that are off agenda may be placed on the parking lot for review at the end of the meeting or at a later time.
4. Review the rules. If you plan on using time outs or special voting techniques, say so in the beginning of the meeting as to avoid confusion during the session.
5. Break the ice. Even though you may have a group that has worked together for years, do some type of ice breaker or team building exercise. This action allows everyone to have fun, let their hair down, and relax. In other words, it sets the tone for a productive facilitation.
6. Ask brilliant open-ended questions. A good facilitator asks awesome questions. The answers to well-timed, well-crafted questions typically yield an abundance of useful information and ideas.
7. Lock-in on attendees. Focus on the dynamics of the audience. Stay attuned to body language and use techniques such as vocal variety and proximity to keep the group engaged.
8. What else? This is perhaps the best question that an impartial facilitator can ask. When uttered with an empathetic tone, delivered with open body language, and coupled with a purposeful pause, the question “what else?” will mine golden nuggets of ideas and opinions from your team.
9. Effectively use flipcharts and whiteboards. Visual aids assist in emphasizing important information. In addition, they make ideas come to life, and serve as a means for review.
10. Protect and encourage. Facilitative Leadership calls for you to protect people who share “fringe” ideas, and to encourage team members who offer great input by saying: “Wow, that’s terrific, what else do you have to share?”
11. Summarize. Intermittently throughout the session, as well as at the end, the facilitator should summarize what the group has offered. The intermittent verbal summary essentially gives the group an opportunity to digest and process. The verbal summary at the end validates that the deliverables were accomplished and provides a window to praise the group for their focus and achievement.
12. Work Product. Send out a written report which summaries the session and highlights appropriate next steps or actions. The summary should also share additional praise to the group, as well as ask for feedback and enhancements from the participants.

 
Bottom Line: Effectively facilitating a meeting demonstrates a broad range of skills. Facilitative leadership is more subtle than the directive approach used when leading a meeting. In the end, the flexibility to direct or facilitate a meeting benefits team members and maximizes the time spent during group exchange.
 
Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

Racquetball is one of my favorite sports. Four walls and a ceiling, two players armed with racquets, and a lively blue ball. It sounds so simple. On the surface, it is a simple game that can be learned in five minutes. Within fifteen minutes someone can be introduced to the game of racquetball and be playing and having fun. Nice. As one advances in the game, however, it becomes clear that the game is not so simple. The ball is meant to be hit low, and fast, and it frequently caroms off walls at confounding angles. Players must react quickly, while simultaneously attempting to hit a winner or keep the ball in play. The pace is rapid-fire, and if a player is not alert, the game can be over in a blink. The aforementioned is coupled with lots of running, effort and perspiration.
 
Sometimes due to the angle and velocity of the ball it makes more sense to hit a shot into the side wall, as opposed to the front wall. This angles the ball towards the opposite side wall before hitting the front wall for a winning shot. I call this “going with the shot.” It would be nice if every shot could be directed at the front wall in a nice linear fashion, but players must deal with non-linear situations and respond accordingly. Racquetball is a wicked game. A variety of shot options present themselves during each stroke. If this sounds complicated, it is. Especially considering that split-second decisions are being made in real-time with the game on the line. Tennis players can sometimes have a tough time with racquetball. Tennis is more of a linear game, so tennis players often attempt to hit every racquetball shot directly at the front wall. They do not go with the shot by using the side walls, the ceiling, and the back wall as shot options. 
 
Leadership is lot like racquetball, non-linear. Leaders are continually presented with challenges that can be solved in many ways. It is the charge of the leader to consistently confront challenges and solve problems in the best way possible. Many managers think in a linear fashion. They develop a winning formula and ask for help when their formula does not work for a given situation. Leaders on the other hand go with the shot. They see the organization’s landscape in a less linear fashion. Leaders are continuously thinking strategically and often apply lessons from seemingly unrelated situations to deal with challenges. 
 
Effective leaders, like good racquetball players, are constantly on their toes. They are alert. They pounce on opportunities. They continually influence the game. When they face hurdles, they let the game of work take shape – reacting as necessary. When there is chaos or rapid change, great leaders take over, put their team on their back, and lead them to where they need to go.

Kevin leads a team that has a lot going on. They have projects, initiatives, new thoughts and ideas. All happening all the time. Plus, they have normal operations and customers to serve on a day-to-day basis. Kevin and his team are running hot all the time and they are getting a ton of things done. Or are they? Exasperated, Kevin steps back and takes stock of what his team has accomplished over the past quarter. He smiles as he tallies the amount of work they have done and the tasks they have accomplished on their litany of projects and initiatives. As his list grows to eight, then 12, then 16 items something strikes Kevin. “Everything is 90% done.” Scratching his head, he suddenly realizes why his stress level keeps mounting. Then the realization hits him: “Other than meeting our customers’ needs, we really did not finish anything this quarter.” This is a sad realization for Kevin. Perhaps many of you can relate to Kevin’s plight. There is a silver-lining in Kevin’s epiphany. The good news is Kevin has realized he and his team are caught in a trap. The 90% trap. Now, he must figure out what to do about this very stressful and surprisingly unproductive situation.
 
Many of you may believe I am writing about you. Relax, I am. Wait, no, this is a fictional tale. However, it is based on way too many real-world situations I encounter in my travels. So, like Kevin, you are probably wondering what to do about your challenge: many important initiatives, all moving forward, yet none realizing completion. If this is your pickle, here are seven strategies for you and your team to consider.

1. Prioritize with Passion. Too few leaders truly prioritize well. There is an art to creating and effectively communicating priorities. The tool I recommend is our Priority Communication Tool. The details of this construct appear in Leadership Simplified and will be covered in one of our 2019 newsletters. Something for leaders to consider though is the number of priorities they create. Once a team is faced with more than six major initiatives, completion and execution greatly diminish. The reason is twofold. First, people and teams only have so much bandwidth. Successful delivery of important initiatives drains bandwidth, leaving less for other imperatives. Secondly, people have limited focus. The more balls that are in the air, the less focus on each ball. The result is an increase in errors and a reduction in completion percentage. In the process, frustration escalates, and morale suffers. All of these factors crush productivity. If you hope to experience decent completion rates that deliver quality results, a trimming down process needs to take place. If this is you, please continue reading.
2. Force Rank. Trimming down the myriad of priorities that exist within a team can be challenging. One technique to consider is to list all of your team’s priorities and then seek agreement on which item is the number one priority, which is number two, and so forth. This process can create consternation and heated debate. Good. Once you have identified your top six, the hard work begins. While the remaining priorities are worthy endeavors, any focus on them will detract from the possibility of delivering on your team’s top six. Think about that. Long and hard.
3. Negotiate & Be Decisive. Take a stand on just what can pragmatically be achieved by you and your team. This may call for tremendous negotiation skills. If you and your group choose to move certain priorities to a lesser status, you may encounter pushback from a variety of constituents (your boss, your peers, your allies, etc). In order to successfully navigate this potential minefield, you will have to be at the top of your negotiation and communication game. In the end, it is essential that you narrow your priorities. After all, what is better: Being involved in everything and delivering nothing, or selecting high-impact priorities and delivering results? I’ll take the latter all day long.
4. Action Plan. Nothing brings priorities to life like a detailed action plan. And a solid action plan addresses specific actions, who owns them, when they are due, and how each action will be measured. Remember what management guru Peter Drucker said: “You can only manage what you measure.” Create an action plan for each of your top priorities. Each plan will serve as a roadmap that will help others visualize the importance and impact of the priority it supports.
5. Revisit Action Plans. Action planning is not a stagnant event. Rather, it is a dynamic process that calls for regular updates and enhancements. If you want your priorities to be properly supported, review and update actions plans on a monthly or quarterly basis. Just the increased accountability associated with the action planning process is worth the time and effort involved.
6. Focus on Daily Execution. Narrowed priorities and focused action plans allow professionals to focus on execution. Daniel Goleman put it this way: “The leader’s singular job is to deliver results.” A bunch of initiatives that are 90% complete is not results. Help your people execute and team results will soar. 
7. Celebrate Wins. There is nothing wrong with celebration. Odds are good that you and your team are putting forth Herculean effort. Make certain that effort is delivering completed initiatives and results. Then, celebrate the heck out of individual and team accomplishments.  

 
Doug Van Dyke is a Tampa Bay based leadership development expert, executive coach, and strategic planner. He is fanatical about execution and results! To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

Many leaders are people leaders. They guide workflow, delegate, enhance collaboration and deliver important results. They do more than manage, they truly lead their team in a positive direction. There are also thought leaders. They consider the future and communicate a vision to their people. They coach and develop their people in unique and personalized ways. In sum, thought leaders challenge their people to think, to grow, and to be agile.
 
Most leaders who are reading this newsletter are both. You seek balance in all things and realize your organization needs a healthy mix of management that delivers pragmatic results, coupled with an eye to the future. You understand that leadership reinvention and re-thinking the structure of your organization are activities to engage in regularly. There is nothing wrong with a leader being skewed to one side (people leadership) or the other (thought leadership). However, if you are the big cheese (official consulting word), you better make certain that the C-Level of your organization contains both people leaders and thought leaders. Here are four reasons organizations need a healthy, balanced mix of both.

1. Marketplaces are Changing. Technological advances and cultural change are altering the look and feel of products, as well as the delivery of services. Just look at the volume of groceries that Amazon delivers daily. It’s mind-numbing. Especially when compared with the minimal volume of home grocery delivery 10 years ago. In the coming years, your industry will undergo tremendous changes. Many of the changes will be sparked by advancements in the fields of artificial intelligence, health sciences, robotics, and globalization trends. If you don’t believe your market will change, ask yourself these questions, “Is our marketplace the same as it was 10 years ago? Five years ago? Heck, maybe even two years ago?” Stay ahead of changes in your marketplace by engaging in smart strategic planning and a regular reinvention process. Coming off of your strategic planning and reinvention process (i.e., thought leadership), you can execute meaningful action plans (i.e., people leadership).  
2. Competition is Getting Smarter. Not only are your competitors gaining in strength, but they are getting bolder. Odds are good that you have new competitors who were not even in your marketplace a few years ago. And they are not just dipping their toe into your space. They are hard-charging. Consider Amazon again. They have now entered the prescription distribution space. Established stalwarts such as Walgreen’s and CVS are not happy about this new, formidable competitor. It is okay if your organization is reacting to a changing competitive landscape. However, there is trouble if you are not anticipating what your marketplace will look like in two years. In this regard, thought leaders are ideating on how to shape or compete in what lies ahead. On the other hand, people leaders are retaining and searching for the right mix of team members to provide innovative future products and services to a dynamic customer base.
3. Talent is Tougher. To find. To keep. To grow. Organizations need a healthy mix of people leadership and thought leadership to attract, retain and advance the available talent in today’s marketplace. Thought leaders visualize the type of team members that will be needed in the future. They also picture the skills and tools with which their workforce will need to be armed. People leaders go get them. They recruit. They conduct behavioral interviews. They ensure that proper onboarding happens. People leaders also retool and inspire current team members. In order to grow existing talent and attract future talent, organizations need to be on top of their thought leadership and people leadership game.
4. The Future is Scorchingly Bright. If you are not excited about the times in which we live, you have been sucked in by waaaay too much sensationalistic media. We are on the cusp of a multitude of technology and AI breakthroughs. There are medical advances taking place that will be transformational. You know, the first person who will live to be 150 years old has been born. They will experience more than a century of good health. Fascinating. As the future unfolds, will there be economic and marketplace hiccups? You betcha. Our organizations as we know them are going to be transformed. If that sounds scary to you, get over it. Change is coming. If transformational change in your industry sounds invigorating to you, good. You probably have the right mindset and tools to take your organization in the right direction. Be positive and prepared regarding the future.

Bottom Line: Leaders today need to be exceptionally talented and well-trained. Today’s leaders need to not only be excellent people leaders, but they must ensure that their organizations have proper thought leadership. The organizations with a healthy mix of thought and people leadership will be best positioned to succeed in the exciting future marketplace. What about those organizations that are not positioned correctly? Can anybody say “dinosaur.” Look to the future, leaders. Be agile and anticipatory. And for goodness sake, have a little fun in the process.

Until next time, be well.

Doug Van Dyke is a Tampa Bay based leadership development expert, executive coach, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

Donna is a superwoman. Especially at work. Early in her career she had the mantra of “Lead by Example” drilled into her head. As a result, she does it all. She sets a vision, helps to germinate ideas, tests alternatives, and drives meetings to communicate her group’s direction. Then, she rolls up her sleeves and helps with implementation. Yes, Donna can do it all. As much as her team likes her and respects her work ethic, they also worry about her. Her work-life balance is heavily skewed towards work. Donna’s team is frequently frustrated with her because they feel she has her fingers in everything everybody does. On occasion there are even murmurs of “Doesn’t she trust us?” Donna is quite the perfectionist, and sometimes she feels like she is the only person who can do a task right. Even though her perfectionism drives high quality, Donna’s team has problems. Many people feel that Donna is the main problem. The core issue is that Donna does not delegate.  
 
Donna is not the only talented professional who has trouble delegating. Many of you may pass on opportunities to delegate tasks and projects. Since there are hurdles to delegating effectively, let’s examine some of the reasons why leaders choose not to delegate.
 
Many leaders visualize what a completed task or project will look like. Then, they think about what is needed to finish the task properly. Finally, they engage in a heated debate in their own minds during which they falsely convince themselves that “I’m the only person who can do this right” or “it will take me just as much time to explain the task as it will for me to just do it.” In the end, the leader keeps the task on their own plate. As a result, they become overwhelmed, overworked, and in possession of a not-so-healthy work-life balance. 
 
To improve the delegation process, two psychological hurdles need to be examined. The first involves perfectionism. My experience has shown that a large percentage of successful leaders are perfectionists. It’s not a bad trait, but it is something we must use intelligently if we ever hope to effectively delegate.
 
The second hurdle is “a lack of comfort with letting people fail.” This may sound like an odd statement, but let’s face it, most of us are uncomfortable watching people struggle, especially if we could have prevented it by just doing something ourselves. Of course, we never want to set anyone up for failure. Yet, we always learn from our mistakes and failures.  
 
The keys to overcoming these hurdles to delegation are as follows:

1. Acknowledge. Admit that at times, you are a perfectionist. Also, realize that even though someone may complete a task differently than you or with a different final appearance, it can still be good and useful. Challenge your comfort zone and give others a chance to show what they can accomplish!
2. Accept. People can learn a great deal by struggling and even failing. In other words, consciously strive to become comfortable with people occasionally failing so that they can grow. If your direct reports are game to take on juicy, complicated tasks, give them the leverage to do so. The vast majority of the time they will succeed. If not, think about how much they will learn.

 
Keep in mind that the skill of delegation is closely related to growing and developing people. If you want those around you to grow, jettison the psychological baggage that is preventing you from consistently delegating. With baggage properly stowed (seats upright, tray tables locked), we can now examine the finer points of how to effectively delegate. It’s simple: communicate and share your expectations. The flavor of the conversation with the “delegatee” may include some or all of the following nine items.

1. Timeframe. What is the desired completion date and/or time relating to the task you are delegating? Be specific. If you expect completion by Thursday at 9am – say so. Do not just say Thursday. They may be thinking they have until Thursday at 4:59pm to get it to you. By being specific with your expected timeframe you set everyone up for success.
2. Updates. How often and in what form do you want to be apprised of the status of the delegated task? If you expect an update, simply request one. Be certain to specify if you want a verbal update, a written update, or a show of work product.
3. Directions. Explain the basics of what you are delegating. If the delegatee wants more direction, let them ask. Do not insult your team members by telling them how to do everything.
4. Authority. This may seem like an odd topic for a discussion on delegation, however, it can be one of the most important elements of accomplishing more through others. If the person to which you delegate something must coordinate with others who have higher organizational titles, make certain to inform them that your delegatee speaks for you. Don’t set people up for failure. Let others know that your delegate has the authority to request information and to give direction. Communicate that you have granted the authority that is required to accomplish the delegated task.
5. Point Person. If you are delegating to a group, make certain that one person is selected as the group leader. This action will increase the level of group accountability. In addition, it puts the ultimate responsibility of task-completion on the shoulders of one person and gives you a clear point of contact with the group.
6. Resources. Communicate what resources, if any, will be at the delegatee’s disposal. Are they plentiful? Will they have virtually no resources available? Just let the person that is receiving the delegated task know what they have at their disposal.
7. Availability. This has to do with your availability. Will you be available for questions or to provide additional direction? Are they totally on their own? Be honest so they can adjust and accomplished accordingly.
8. Express Confidence. Share with the other person that you would not have delegated something to them if you did not believe in their abilities. This can strengthen rapport with team members, while it sets the expectation of successful outcomes.  
9. Cheerlead. If your delegatee does a good job, lavish praise upon them. If they fail, coach them and let them know that you believe that next time, they will succeed. If you have successfully executed items 1-8, cheering on your team member should be a breeze.  

 
By leveraging these nine best practices, structure and depth will be added to the tasks you delegate. In the process, you will better position your team members for success. While seemingly commonsensical, delegation can be a difficult challenge. Yet, there are four major benefits to effective delegation.

1. It will free up valuable work time that you need to complete higher tasks.
2. It will lower your stress level and give you the opportunity to maintain a better work-life balance. This leads to higher long-term productivity and less incidence of burnout.
3. It will help to develop other people. Leaders cannot grow and advance if others do not grow and advance. Plus, your top performers are often very motivated by being entrusted with tasks and projects that you once completed.
4. It will build morale. By showing confidence in others and then giving them praise for a job well done, leaders build group self-esteem and maintain a sense of optimism.

 
Bottom Line: One of the core jobs of a high-impact leader is to accomplish more through others. This calls for you to be a relentless delegator, while still impressing on your team that you are personally productive and contributing to team results. While excellent leaders cultivate the organization’s culture, they will never have enough time to truly lead if they are not effective delegators and time managers. Make delegation a process, set people up to win, and help your team learn and grow.
 
Until next time, be well!
 
Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. He delegates everything he can to the amazing team with which he works. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

My wife is amazing. She is a custom application developer (i.e., a technology geek), a mother of two, runs an organic co-op, is a cross-fitter, runs marathons and teaches spin classes. She also cooks healthy meals every night, volunteers at the kids' school, does laundry, is a human taxi service for our 15-year old, and cleans up….a lot. In other words, my wife is a Superwoman. Many of you reading this prose are superwomen as well. Heck, a bunch of guys reading this are supermen. You have it goin’ on, and you have a LOT going on! Yet, you are not satisfied because you feel you could do all these things better. Yes, 90% is good, but you are an A+ person. In addition, you are stressed out of your mind and, on occasion, just a wee bit cranky. Wine is not the answer (even though it beckons with such ferocity). You are unwilling to cut back. You will not settle for less. Yet, something’s gotta give because you are tired, stressed and not the happiest of campers. Look in the mirror please. You are suffering from Superwoman Syndrome.
 
So how do you cope when you are suffering from Superwoman Syndrome? Yes, yes, sleep is optional, I get that. But seriously, this is not sustainable, you can’t do it all. Or can you? Okay my superwomen and supermen, here are my four recommendations to help you excel while reducing some of that building psychosis.

1. Mentally take stock. The treadmill you are on does not have an end game. There will be no ribbon. As such, you better learn to love the journey. Take 10 minutes per day to be at peace (call it meditation if you like) and mentally put yourself in a good place that realizes you engage in noble actions. Don’t have 10 minutes? Find Them! Mentally shift to the positive daily, or you will suffer dire consequences down the road.
2. Force rank your priorities. Make a list from 1 to well, 1,000 and list all the things you do from the most important to the least. Just the size of your list will scare you. Good. Also, you will find it difficult to list, in order of importance, the litany of things you do. You will feel guilty that you have not listed everything #1. Good. (see #3).
3. Realize that you are not an island. In other words, Delegate. Oh, my goodness, I said the “D” word. A big part of Superwoman Syndrome is feeling like if you don’t do it, you have somehow cheated your family, your friends, your clients. Well get over it sister. It is imperative that you begin to pick off those duties or tasks that other people or vendors could execute. Even though you will feel guilt, the more you delegate the less stress you will experience. Your lowered stress level will help you perform your core priorities and give you a chance to look up and enjoy the nice warm sun.
4. Allow yourself to savor the journey. Guess what? You are awesome. Give yourself permission to take some satisfaction in the incredible things you accomplish every day. No one else needs to validate you. YOU need to validate you. I guarantee you this: The more you allow yourself to be pleased and happy with the great job(s) you do, the happier you will be with life. Give yourself a break. Please! 

1. The opportunity to listen and learn. When I facilitate our leadership boot camps, the listening skills portion of the program is actually called “Listen and Learn.” There is just so much we can learn from sincere listening:
   1. The other person’s point of view
   2. The level of passion that they have towards the topic
   3. Information and facts that they believe are true


2. The opportunity to be consultative. Good consultants are investigative. They probe and learn root causes of issues and opportunities by asking leading questions that unlock critical information that is stored in their clients’ minds. When those critical thoughts and insights are shared with a talented professional, marvelous actions can begin to take shape. But only if the right questions, at the right time, and in the right manner are asked.


3. The opportunity to be empathetic. The quality of empathy is part of the social awareness competency of Emotional Intelligence. Many people are wired with empathy. For many others, however, empathy is a bit foreign. No matter where you are on the empathy scale, asking great questions will position you correctly during important conversations.


4. The opportunity to paraphrase. When we paraphrase, or mirror back to a person the sentiment that was shared with us, we use the most powerful communication technique known to man. I will save my diatribe on paraphrasing for another newsletter, however, it is paramount that great leaders and sales people master this important skill. But without the ability to ask great questions and then listen effectively, the skill of paraphrasing is lost. Communication is a process. And the process begins with questions, and continues with silence.  

• Make a list of meaningful questions that will unlock treasure troves of information.
• Catalog great questions that others have asked of you.
• Seek to structure conversational, open-ended questions.
• Practice. Continually weave the quality of asking great questions into your work life. Practice with your colleagues, your significant other, your children, and importantly, with people that you do not even know. Practice so that you ask perfect questions. 

During my recent Bikram Yoga class, the yogi stated that stress doesn’t really exist. He said that the sensation of stress is something we allow to happen when we are not controlling our thoughts. Further, the disciplined mind controls what we think. The disciplined mind also controls how we act and what behaviors we exhibit. In sum, we are in control…..always. If we feel stress, it is because we choose to let outside influences dictate our thoughts, reactions, and eventual behaviors.

Leaders sometimes lose sight of just how much control they have over situations. Every situation. Likewise, it is all too common for team members to take on a victim mentality and believe they have no control. This is a great opportunity for leaders to inspire their people and help them understand how to own their performance. Effective leaders create a culture in which team members are empowered to make decisions, make mistakes, elevate performance, and think.

Leaders, seek to embrace the following four areas regarding increasing your mental toughness, and helping your people to take positive control of their work world.

1. Focus on the Right Priorities. Leaders today must possess the ability to cut through the noise associated with an increasingly fast-paced world that is connected 24/7, 365. Streamline the priorities of your organization to better mesh with the pragmatic bandwidth of your team. Sure, it’s easy to make a list of a thousand things that will elevate the performance of your team and organization. However, skillful leaders understand that success is about results, not the scope of the undertaking! If you and/or your team have more than six major priorities right now, the odds are good that people are overwhelmed and unsatisfactory results are being delivered. Look in the mirror. Be realistic about your team’s bandwidth and the timeframes with which you are dealing. Pare down your priorities to six and help your team focus. Also, help people craft meaningful action plans to achieve those priorities.
2. The Rigid Three. Having a rigid schedule for certain activities can build mental toughness. A commitment to specific activities causes us to fight through hurdles, head trash and procrastination that might otherwise undermine a positive experience. The first of the three areas in which I challenge you to be rigid is your personal exercise regime. Do you know a Marine? Pretty fit bunch. Rigid fitness schedule. Mentally tough as nails. They tend to accomplish a lot. Just saying. The second area is a personal aspect of your life. It may be family time, volunteer time, church or a spiritual commitment. You choose, but make certain it is part of your regular schedule. The third area is one element of work. It may be planning your day in a certain way. It may be scheduled time for MBWA (managing by wandering around). I know several leaders who take a nap every day from 1pm-2pm. They are highly effective and refreshed leaders. Whatever work item you choose, concentrate, schedule, and stick to your guns. By creating and adhering to The Rigid Three you will elevate your mental toughness and increase the respect you receive from your team.
3. Be Mindful of Decision Fatigue. Last November, our leadership newsletter focused on Leadership and Decision Fatigue. All leaders experience decision fatigue to a greater or lesser extent. Our newsletter discussed the topic in detail, and addressed what leaders can do to combat decision fatigue. The positive results of crushing decision fatigue include, but are not limited to making better and more timely decisions, creating additional time so that you can coach others, increasing team productivity, improving sales results, and positioning yourself as a decisive leader who can help others make sound decisions.
4. Think Positive, Praise Positive. Henry Ford famously said: “Whether you think you can, or you think you can’t--you're right.” As his quote implies, we are what we think. And you know what? You are awesome! Think of yourself as awesome today, and every day. Put your head in the right place, and everything else will follow suit. Let’s face it, we live on a rock that is blasting through space - we are all miracles. Oh, and help your people know that they are awesome too. They may or may not choose to believe you, or to believe in themselves. That is their deal. Control what you can control, leaders. In the process, catch people doing something right and praise the heck out of it.

Bottom Line: The best leaders and top-performing team members understand that they are in control of their performance. They understand that the kind of thoughts they put in their heads will drive their behavior. For more on mental toughness and the head games that athletes (and leaders) play, check out the new book by Alex Hutchinson, Endure: Mind, Body, and the Curiously Elastic Limits of Human Performance. And call Doug Van Dyke who will assist you and your team in achieving previously unimagined results. Be awesome today everyone. You have the power to make it so.
 
Until next time, be well.
 
Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. He takes yoga classes on occasion and really connects with his inner Qi. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

Welcome to 2018! Are you strapped in for a wild ride? Let’s make it a good one, shall we. As we face a variety of leadership opportunities and hurdles this year, here are some topics and trends that will come into view.

• Social Media preferences: NOT Facebook, but rather Snapchat & Instagram. Also, each week about 65% of GenZ create and share original social media content.  
• Smartphones: They are on them 15 – 20 hours per week. Oh, and they watch less television than previous generations.
• GenZ love cool products. Millennials gravitate toward cool experiences.
• Very entrepreneurial. The majority of GenZ plan on starting a business someday.
• They thirst to find themselves creatively.
• GexZ are private and more cynical than Millennials.
• They will multi-task.
• GenZ understand that success takes effort and hard work. Just look at their parents.
• They are not just technology natives, but they put technology in the same category as water and air! (you read that correctly – water and air)  
• From a consumer standpoint, they like and expect two-way interaction during the purchasing process.

• Self-driving cars (i.e., autonomous mobility)
• Drones
• Robotics (yes, yes, even more than now)
• Quantum computers (this area is simultaneously quite exciting and very scary). If you are interested in educating yourself on the science and status of quantum computers, check out the excellent supplement that the Wall Street Journal published in November/December 2107 titled The Future of Everything.
• Cryptocurrency (I just could not bring myself to give Bitcoin its own newsletter category).

One of the most frequent questions I am asked is: “How can I motivate my employees?” There is no simple answer to this question. Especially since motivation comes from inside us. Therefore, what I believe leaders are really asking is: “What actions can I take and what environment can I create that will unleash my team’s potential and create positive energy?” Now, that is a question to which I have many suggestions. Ten of them, as a matter of fact.   

1. Expect a lot. The best leaders I know have very high expectations for team members. They expect them to work smart, get along with their colleagues, and produce world-class results. High performing team members are inspired by this type of leader and this type of atmosphere. If you want a mediocre team, have laissez-faire goals and be self-centered. If you want a motivated and successful team, share your expectations frequently and always expect excellence.
2. Lavish praise. Have you ever seen a six-year-old light up because someone told them they just did something wonderful? It is a beautiful sight. Now, I am not implying that you work with a bunch of six-year-olds. What I am asking is this: Since we have grown up, have we really changed that much with regard to what energizes us? I think not. Therefore, recognize the Herculean efforts of your people and lavish praise upon them. Are they just doing their jobs? Well, if your employees are doing it right, let them know you appreciate it. And share your praise in an authentic and appreciative way.
3. Delegate tasty projects. Nothing motives team members (particularly high performers) quite like entrusting them with an important initiative. The trust and confidence that is built when delegating something important is priceless. Not only does effective delegation motivate employees, but it serves as a great mechanism for developing their skills. When delegating, make certain to communicate the specific time frame in which you expect completion. Also, if you want to receive an update, ask for one. Finally, effective delegators clearly state what resources are available and if they have any availability to help out along the way.  
4. Communicate like crazy. Leaders who clearly communicate “The State of The Workplace” on a frequent basis effectively kill the grapevine. That’s right, the more you communicate what is going on, the less gossip will be experienced in your organization. This is a good thing because gossip and the garbage that it spreads creates distractions and de-motivation. By crushing the grapevine, you motivate your team and effectively increase productivity.
5. Demand innovation. Do not just encourage innovation, demand it. We live in a quickly changing work world. The more forward-thinking your team members, the better your organization will be served. So many of the innovative answers you seek are right under your nose. Dust off that suggestion box and encourage people to share ideas. Do not make fun of the crazy ideas you come across. Nurture the individual and collective creativity that your team members possess. A million dollar idea awaits. It is the leader’s job to coax innovation into the open.
6. Training mania. There are a bevy of reasons to enable professional training. I will highlight five. The first is that workplace training increases the quality of output. The second is that well-trained team members are more productive. The third is that better trained teams have more bandwidth and a great ability to take on more complicated initiatives. The fourth reason is that bench strength is increased, which can lead to better succession planning and less drama due to decreased employee turnover. The final reason is that training is an essential retention tool for keeping high-performers and younger workers.
7. Match décor with culture. The physical environment in which people work can greatly influence their demeanor and contributions. Choose colors, desks, signs, and lighting that amplify your organization’s culture (or desired culture). In other words, if you want an ultra-professional team, have a professional environment; if you want a high-energy team, notch up those colors and get modern with your furniture.
8. Coach top performers. A leader’s time is precious. As such, give it to the most deserving people on your team. This means focusing on your top performers and high-potential team members. From a humanistic standpoint, we gravitate toward helping (and spending a boatload of time with) our poorest performers. They also tend to be the squeaky wheels in the office. This may sound harsh, but it is time to free yourself from using the majority of your coaching and development time on poor performers. The time that leaders spend with low performers typically delivers a lousy return-on-investment. Instead, invest your precious time on your most valuable resources – your best performers and your future top talent. In the process, your added attention will motivate your best people and help the overall team to soar even higher.   
9. Be a Visionary Leader. This ties back to “communicate like crazy” from the aspect of sharing important information with your team. The critical information in this instance involves three components: Where your organization is going; why your organization is going there; and how each team member fits into your organization’s journey. While many good leaders communicate the first two items, the best leaders share all three (i.e., the where, the why, and the how). If you want to work with the most motivated group of people possible, help them to clearly understand the direction of the organization, the logic behind the strategic direction, and just how the heck they will significantly contribute to the team’s ultimate success. 
10. Celebrate wins. Famed UCLA football coach Red Sanders was fond of saying: “Winning isn’t everything, it’s the only thing!” We all like to win, yet frequently leaders only notice losses and errors. The odds are good that your team members are doing a LOT more right than they are wrong. Catch those right moves. Figure out a way to celebrate wins and positive contributions. Better yet, ask your team how they want to celebrate. Their suggestions may surprise you. Celebration lifts the human spirit. It also builds team morale and sets a positive tone in the workplace. My strong recommendation is to celebrate more. You may just find a more motivated team as a result of your celebratory actions.

 
Bottom Line: Motivation comes from within us. As such, the best leaders find ways to unlock more of what team members have inside them. The more you communicate, delegate, and celebrate the more your team will be pointed in a positive direction. In the process, share your vision and praise. And always maintain high expectations. In the end, your efforts will be richly rewarded as team members strive to achieve great results, remain engaged to your mission, and experience self-satisfaction on their journey.
 
Merry Christmas everyone! Until next time, be well. 
 
Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

 Thanksgiving is next week, which makes it a marvelous time for leaders to reflect outwardly and inwardly on the many things for which they have to be thankful.
 
First of all, be thankful for your organization. It may have faults - most do, however, whether you are a sole proprietor or work for a Fortune 500 company, odds are good there are many things for which to give thanks. Take a moment and make a list of the top five positives related to your organization. Give thanks for those five items. Be intentional about using your leadership influence to enhance your organization’s strengths going forward.
 
Be thankful for your customers. Heck, providing excellent service and products to customers is an organization’s reason for existing. This week, review your list of customers. They are people, even though the client name may say ABC Corp. Give thanks for the many professionals who are your customers and who attempt to do their best each day. As you review your customer list, take pause by each name and think about the positives they bring to your organization.
 
Be thankful for your team members. Some are frustrating, but most are heroes. Savor them. Ponder the positives and the smiles that your co-workers bring to the workplace. Share effective feedback with your people and help them feel valued. Place differences to the side. Rather, give thanks for the sometimes difficult situations that seemingly drive co-workers or groups apart. Ultimately, we grow stronger from experiencing and overcoming workplace challenges. While it is a trite but true acronym for TEAM: “together everyone achieves more.” Share your thanks, directly and in-person, with others in your organization. I will let you in on a secret, your team members are thankful for your leadership. Share a meaningful moment with them this week.   
 
Be thankful for your thirst to learn. The fact that you are reading this newsletter connotes that you are a life-long learner. Give thanks for the fact that you love to grow your skills and enhance your knowledge. It is a terrific trait, and certainly something worthy of giving thanks. Keep on learning. Keep on growing. In fact, I challenge you to make a list of the three areas in which you will grow and learn during 2018. Take time, ponder how you want to raise your bar of excellence. The rest becomes easy. It is merely a matter of execution. Learn and be thankful for this desire.
 
Be thankful for strategic allies and outside resources. Every organization has people outside of it who provide value. Take time to give thanks for those who refer business to you. Appreciate service providers who help you when you are in a bind. Make a list of the top seven people outside of your organization who positively impact your work world. Give them a call or reach out in some way. Let them know you are thankful for their efforts and their acumen.
 
Be thankful for your family and friends. Take time to make special moments for your significant other this week. My wife, Veronica, is incredible. I am thankful for her support, encouragement, and love. Without wonderful friends and family, leaders can easily become lost. Our family and friends can serve as a compass for us, as well as a foundation. Savor. Give thanks for the many amazing people who are part of your circle of friends and part of your family. Yes, even that family member.
 
Be thankful for your health and spirituality. We all have differing levels of health. Give thanks for what health you have. Strive to be healthier – in your mind, with your body, in your soul. Savor your spirituality and give thanks mightily during this holiday season.
 
Be thankful for our/your country. While this newsletter is read by leaders in 17 countries, all of those countries are free and wonderful. Be thankful for your country and what it stands for. Give thanks to the men and women of your nation who sacrifice to keep it free. Realize that we live in a marvelous, exciting time. Be confident in the knowledge that good always triumphs over evil. Give thanks for your nation!
 
Be thankful for yourself. Some of you are funny, and all of you like to laugh. Some of you are great thinkers, and all of you contemplate each day. Some of you are creative, and some of you appreciate creativity. However, all of you are unique and talented. Take a moment and look in the mirror. Give thanks for who you are and what you have accomplished. You are a leader. You make positive differences in people’s lives. And you accomplish meaningful things each day. Give yourself a break, and give yourself some thanks.  
 
Bottom Line: Be an incredible leader and give thanks this week. There is much to appreciate. Look around. There is heroism everywhere. Peek through the foggy curtains that are created by stress and tasks, and simply gaze. Then, take pause. And, be thankful for your amazing world.
 
Happy Thanksgiving Everyone! Until next time, be well.
 
Doug Van Dyke is sincerely thankful for the incredible people and organizations in his world. He is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© 2015, 2017 Leadership Simplified. All rights reserved.

If you were in jail and found yourself scheduling a parole board hearing, what time of day would you choose? (If you are ever faced with this grim prospect you obviously missed reading our series of newsletters on ethics!) Back to the hearing, you probably would be so happy to have a parole hearing you would not care when it occurred, right? Well, various studies have concluded that inmates who appear at morning hearings are paroled with a much greater frequency than those who appear in the afternoon. It turns out that the reason for this odd occurrence is a syndrome known as decision fatigue. According to researchers, “Decision fatigue refers to the deteriorating quality of decisions made by an individual, after a long session of decision making.” Former President Obama was so aware of decision fatigue that he limited the number of different colored suits and ties he had to choose from. He did this to minimize the number and scope of decisions he made during a given day.   
 
In an article that appeared in the New York Times, writer John Tierney stated that “No matter how rational and high-minded you try to be, you can’t make decision after decision without paying a biological price.” Mr. Tierney went on to say that decision fatigue is different from physical fatigue because you become low on mental energy as opposed to physical stamina. Further, Tierney stated that “The more choices you make throughout the day, the harder each one becomes for your brain…. eventually [your brain] looks for shortcuts.” The shortcuts come in the form of either making impulsive, often poor decisions, or in simply shutting down and making no decision. Either path can potentially create a problem. The potential problems, unfortunately, do not enter into our thinking once we experience the onset of decision fatigue.
 
Minimizing The Decision Fatigue Trap
Often, leaders who are experiencing decision fatigue become short-tempered or irritable. If you find yourself falling into the decision fatigue trap, consider embracing these steps to avoid or minimize potential problems.

1. Morning Power Time. Set aside 60 – 90 minutes on selected mornings to accomplish mission-critical work and make important decisions. If you consistently execute this you will find that your decisions will be more strategic and effective. Note: For a large percentage of leaders, the earlier in the morning they designate Power Time, the better their results.
2. Energetic Lunch & Snack. Seek to rejuvenate during lunch by exercising for 20 minutes. A brisk walk will do the trick. This will build energy (not deplete it) and help to “reset” your decision-making clock. Also, eat a salad. This will minimize any carbohydrate induced crash that you may experience in the mid-afternoon. Note: Eat a snack (apples, hummus, etc.) around 2:30 pm in order to stay energized. (Yes, you can do this!)

Gary is a regional leader. He has a team under his direct command, plus he has several smaller units for which he is responsible. The other units are geographically dispersed, which causes Gary to travel quite a bit. Gary reports to the president of the organization, who is located far away from Gary’s region. Since Gary is travelling frequently, he tends to delegate things – everything! As such, he is disconnected from operations, happenings, and his people. His team feels rudderless. Lacking definitive leadership, they are often left to figure things out for themselves. Gary’s boss is not happy about the results of Gary’s region or the manner in which Gary orchestrates his team. Since Gary is incredibly busy and works 60+ hours per week, he is confused by the negative feedback from his boss. So just what is going on here and why isn’t this situation working? The answer lies in a better understanding of viewpoint and leadership positioning.
 
First, let’s look at viewpoint. Gary views himself as the highest level of leader – setting vision and merely overseeing the units of his empire. I call this a satellite leader. On the other hand, Gary’s boss is looking for an aerial leader – someone who is directly involved in leading his people to a positive result. Clearly, Gary and his team are disconnected. Unfortunately for Gary, he and boss are disconnected as well. Gary needs to adjust his working style and his behaviors fast or trouble will ensue. So how does Gary begin to make adjustments? First, he needs to understand the differences between leaders who are foot-soldiers, aerial, or satellite. Second, he needs to accept the fact that his boss desires for him to operate as an aerial leader. Third, he needs to embrace the leadership core competencies associated with his role. The information that Gary needs to absorb is encapsulated below.

1. Foot-Soldier Leaders. These are the leaders that are physically positioned where the rubber meets the road. Not only are they located in the thick of where production, delivery, or customer service is taking place, they are often shoulder-to-shoulder with the team members who are directly connecting with customers. Foot-Soldier leaders are critical to the organization because they oversee the effective implementation and delivery of the organization’s promises. These leaders are commonly referred to as working managers. Some of the critical core competencies that these leaders need to possess are:

2. Aerial Leaders. These leaders are directly involved with team members, however, they also maintain a bird’s eye view of processes, operations, and the delivery of goods and services to customers. While sometimes involved in day-to-day operations, these leaders spend most of their time coordinating, communicating, delegating, providing direction, and problem-solving. Aerial leaders are important to the organization because they bring a broader viewpoint to the workgroups they touch, while still possessing the abilities to pitch in with day-to-day duties when needed. This type of leader is often referred to as a general manager, project manager, or a regional manager. Some of the critical core competencies that these leaders need to possess are:

I used to coach 7-year old soccer. No, I was not a masochist. The children were learning fundamentals and having a lot fun. It was a great experience. My youngest son, now a strapping teenager, played on the team. He was a natural defender. As such, he rarely scored a goal. During a crucial game, however, we were short-handed and needed a goal. Late in the game, I took my son Noah off to the side and said to him: “Noah, the team needs a goal. I fully expect that you will score a goal before this game ends.” Sidebar: I am not one of those parents; we simply needed a little goal, that’s all. Back on task - Noah nodded and said, “Sure thing dad.” He then ran out and promptly scored a goal.
 
Now if Noah had not scored a goal, no one would have been upset. He always played his heart out. But, he had all the skills and abilities necessary to score a goal. Why not tap into that potential? And that’s the real topic of this narrative: sharing expectations with team members in a fashion that taps into their viable potential. So without further adieu, I offer you six areas to keep in mind when you are sharing your expectations with your valued team members.  

1. Be realistic. Make certain that the person can attain what you expect. If your expectations are too “pie in the sky,” you are setting someone up for failure. Instead, be realistic and give everyone a chance to win!
2. Be specific. Not only about your expectations, but also about the impact that the execution of your expectations will have on other team members. In other words, help your people lock into the big picture by understanding how their performance will positively impact the greater good. 

General Electric has done it again! The poster child for excellent succession planning executed a series of high-profile moves just last month. Jeffrey Immelt, GE’s CEO for the past 16 years announced his retirement effective August 2017. Simultaneously, GE announced that John Flannery will be assuming Mr. Immelt’s CEO duties. More impressively, the company announced who will be taking over Mr. Flannery’s position in GE’s healthcare division, and who will be taking the position that that executive vacated to take on Mr. Flannery’s duties. Impressive. GE’s almost matter-of-fact announcement seems so effortless, but, the preparation for and execution of such strategic succession planning is far from it. 
 
How does General Electric ensure smooth transitions of leadership? In my opinion, there are 5 key factors surrounding GE’s success. 

1. Culture. General Electric was founded by Thomas Edison in 1886. It is the oldest company on the Dow Jones list of 30 industrials. Heck, it’s one of those rare companies that has a two-letter stock ticker symbol. GE’s tenure as an organization and its ability to endure through many rough economic waters has led its employees to view it as a perpetuity. This belief is part of GE’s organizational DNA. Everyone believes that GE will go on forever. This perpetuity mindset feeds GE’s organizational confidence and makes it commonsensical to take actions that support effective succession. As such, they plan so that there are clear leadership succession paths.


2. Strategic Planning. If you believe that your organization is built to last, you better plan for that. GE most certainly does. Like so many excellent organizations, their strategic plan stretches well beyond the point that most organizations can see. In other words, while they have one and five year initiatives, they also have a vision that runs decades into the future. Simultaneously, they operate with a sense of urgency. It is only the most skillful of leaders that can balance the yin and yang of short-term execution with the demands of long-term planning and vision. For 130 years, GE leaders have fine-tuned this balancing act. With the precision of world-class acrobats, I might add.   

Over the years, I have had the pleasure of coaching thousands of professionals. One lesson I have learned is that if someone does not want to grow, I cannot help him or her. This fact is not lost on many of you. When a professional or a team wants to engage and elevate their abilities, however, transformational results occur. Coaching and developing people is one of the most important aspects of leadership. Yet, according to a DDI study, more than 13% of leaders struggle with coaching and developing their people. Whether you are a seasoned leader who is a great developer of talent, or a newer leader who is finding their coaching footing, here are six tips to consider while helping people grow their skills.

1. Clarity of Desired Results. Creating a clear picture of your desired results is a great starting point for a coaching relationship. While establishing outcomes, the coach-leader should have at least three specific tools, techniques, or areas of improvement on which they desire to transfer knowledge. It is with purpose that I highlight the phrase “transfer knowledge,” for that is the core of successful coaching - and a real bugger to achieve.
   
   
2. Candor Level. Some people respond to coaches who challenge them. Other professionals need lots of nurturing during the learning process. Perhaps your style is somewhere in between. Regardless, determine what coaching style is most appropriate for a given team member. Candidly discussing this with the person being coached, preferably at the beginning, may assist in speeding them along to the ultimate desired results.
   
   
3. Fitness Frequency. Effective coaching is lot like effective fitness. Achievement is greater with a regular schedule. While formal coaching may take place at less frequent intervals, informal coaching can take place every day. Effective leaders seize those moments when they can “catch someone doing something right” during an ordinary leadership walkabout. Tickle your calendar if you have to, but make coaching others a part of your psyche.
   
   
4. Application. Nothing foils good coaching more than subjects who do not put into practice what they have learned. When a technique, tool, or new behavior resonates with a team member, challenge them to master new skills. If you, the leader, are being coached, make certain you diligently practice key elements from what you are learning. The consistent execution of newly learned skills will greatly enhance the ROI experienced from executive coaching.

5. Reinforcement. When contractors create a physical structure, they build, they test, they add support, and then they build some more. This is a nice rhythm to consider when helping team members to grow and develop. Check in to ensure that they are applying what they have learned. Then, share feedback as appropriate to codify their new skills and behaviors.
   
   
6. Stretch Comfort Zones. Even though I deliver hundreds of programs and keynotes annually, I create one new program and take on one speaking engagement each year that stretches my comfort zone. Effectively executing them challenges my creativity and thinking skills. It is very easy to operate on autopilot and enjoy past successes. This trap leads to stagnation and ultimately lowered professional performance. Stay sharp by challenging yourself and your people to stretch their comfort zones. Reinvent. Are they going to fail? Maybe. But they just might soar. Challenge the status quo. If leaders aren’t stretching themselves annually, I guarantee they are not on the cutting edge of their marketplace. Get out there and get nervous. Live!

Once a year, Sal and his eight direct reports review and create the major goals for their team. In fact, they have a name for their annual meeting: The BFHG Retreat (i.e., The Big, Fat, Hairy Goals Retreat). The moniker for their meeting adds some levity, however, what they accomplish is important and serious. Over the years, Sal and his team have learned a great deal about creating goals. They found that creating goals according to the old acronym of SMART (Specific, Measureable, Attainable, Realistic and Timely) truly does set people up for success. They also have learned a great deal about goal attainment. Sal and his team focus on the following items while striving to achieve major goals.

1. Seek to Form Habits. Goal attainment is a by-product of other positive behaviors. This is why successful leaders like Nick Saban of University of Alabama focus on processes and systems more than winning. Consistent adherence to processes often leads to consist results. In other words, if logical and strategic processes are created and behaviors are coached to follow those processes, the result (i.e., winning) will naturally occur. As Saban and his staff manage their team’s processes, they teach players good habits that lead the team to victory. I call this the Process of Winning. Likewise, effective business leaders strive to create consistencies in critical areas that lead to excellent individual and/or team execution.

2. Think Compound Interest. When Albert Einstein was asked his opinion about humankind’s greatest invention, he responded, “Compound interest.” What I love about his response is two-fold. Not only was Mr. Einstein quick-witted, but he also had great insight. Think about the ingredients involved in growing rich from compound interest: Small and steady investments, a fair amount of self-control, decent patience, and a long-term plan. Leaders can experience the splendor of long-term goal attainment by using a three-step formula.
   1. The first step is regular investments in your people. This will help to grow their skills and also serves as a retention tool. In addition, your organization will have a highly-skilled workforce with above average morale. Team members who are talented, tenured, and pumped-up are well-positioned to attain goals and help your organization thrive.
   2. The second step is self-control. Leaders who possess excellent self-control show the emotional intelligence necessary to help others attain their goals. These leaders are disciplined and good problem-solvers. They also possess the ability to coach their people on these vital skills.
   3. The final step is patience and planning. If your organization is a perpetuity, and I hope it is, you have to have a long-term view. This does not mean that possessing a sense of urgency can be thrown out the window. Heck, in our fast-paced world, instilling a sense of urgency in people is of paramount importance. But having the patience to allow long-term strategies and initiatives to unfold is essential as well. The bottom line here is, whether you are an entrepreneur, leading a not-for-profit, or a corporate executive, doing little things right for a long, long time will eventually lead to incredible results.

3. Use Didactic Thinking. This is the time of year when many strategic retreats are being planned or taking place. Strategic planning calls for organizations to shift their thinking from short-term (i.e., looking down and getting things done strategies) to longer-term and larger goal attainment (i.e., looking up and charting a course strategy). Many leaders fall into a strategic planning trap when they think too sequentially about moving from Point A to Point Z. By beginning at Point A (present day) and thinking sequentially toward where you want the organization to be, many zig-zags occur. These zigs and zags waste time and money. They call for course corrections as they redirect movement to the end-goal. What is preferable and less costly is as straight a line as possible. How leaders can better deliver a straight line from present day to goal attainment is by thinking didactically. Some of you know this concept as reverse engineering. Didactic thinking calls for leadership teams to begin strategic discussions focused on their end goal and then to work their way backward to the present day. During this didactic “process,” important milestones emerge along the way. Stephen Covey referred to this as “beginning with the end in mind.” When thinking strategically, ponder using a didactic process. The ensuing conversations may be more targeted, robust, and lead to a straighter, more successful path.

Brandon joined his organization five years ago and since that time his career has been sizzling.  He is a millennial leader and brings great technical skills to his workgroup. His organization has invested in Brandon’s professional development in many ways. They have worked on elevating his technical skills, as well as his soft skills and leadership skills. The result is a fine professional who is clearly in the organization’s succession plan. C-Level leadership views Brandon as irreplaceable due to his improved leadership skills, ability to communicate and technical acumen. Building a retention wall around Brandon and other high-potential talent is one of the organization’s top priorities.
 
While the organization has a variety of outside resources to help them grow their talent, they want more control over developing and retaining key team members. So what should the organization do? Initially, consider three areas in which leaders should help team members grow skills.

1. Technical Skills. Whatever the “technical” aspects of an organization are, top talent needs to demonstrate mastery.
2. Soft Skills. This can range from communication and collaboration skills, to priority management, problem-solving, and effectively driving change. Typically, team members would attend specific internal or external programs in order to gain or grow these important skills.
3. Understanding the Politics of the Organization. I call this ability “organizational savvy.” While executive coaches can assist team members to a certain extent with this knowledge, it is often best delivered by seasoned internal colleagues. Effectively educating high-potential talent on intelligently navigating organizational politics sets people up for long-term success and builds a retention wall around them.    

The question then becomes, how can an organization increase their ownership in the three aforementioned areas? The answer is skip-level meetings.

1. What is a skip-level meeting? A meeting between two professionals in the same silo who are at different levels of the organization. The professionals are also separated by two levels of leadership. For example, a Director reports to a Vice President, and that VP reports to an Executive Vice President. A skip-level meeting would take place between the Director and the EVP. Please note that the VP would be fully aware that their direct report has a scheduled meeting with their boss. In fact, in many cases the VP initiates the concept of skip-levels with the EVP and the Director.
2. How frequently should skip-levels occur and what duration? Most commonly, skip-levels are held once per quarter for one hour, unless the situation calls for more or less frequent meetings. If a longer or shorter meeting is desired, schedule accordingly. An EVP client of mine welcomes skip-levels, although her meetings are always scheduled for thirty minutes or less.
3. What are the benefits of skip-levels?   
   1. The succession track of various team members are strengthened. This is vitally important to the organization, especially since most organizations consider themselves perpetuities. 
   2. Greater amounts of information are shared to a broader audience. This expands the flow of important communication throughout the organization and minimizes the size and ferocity of the grapevine.
   3. The senior participant gains a better sense of the activities that are taking place at lower levels of the organization.
   4. The high-potential participant gains a keener insight into the broader strategy of the organization.
   5. The leader in the middle (in our case the VP) grows the skills of his/her direct report.
   6. The leader in the middle also opens up the possibility of receiving important feedback, coaching and/or praise from his/her boss.
   7. Additional coaching topics for the high-potential participant may be discovered.  
   8. A stronger retention wall is built around a high-potential talent.

Bottom Line: Using skip-level meetings is a terrific method for leaders to blow open organizational communication. The meetings can help with talent retention, as well as information flow. They can lead to more strategic coaching plans. They can enhance trust within the organization. Certainly, there is little to lose by implementing skip-level meetings. The sky is the limit with regard to what skip-levels may deliver to your leadership world. If you are not engaging in or encouraging them, give ‘em a go. The results they deliver will not disappoint.
 
Until next time, be well.
 
Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, strategic planner, and Certified Speaking Professional^TM. Call us about 1:1 Coaching and Leadership Development at 941-776-1121, email .(JavaScript must be enabled to view this email address), or visit LeadershipSimplified.com 

Charlene never seemed to see the positive in anything. When birthdays were celebrated in the workplace, she dwelled on how her colleague was now another year older. When she received pay increases, rather than saying thank you she stated that now she would have to pay more taxes. When someone received a promotion, she would imply that it was because the person was a brown-noser as opposed to a talented team member. In fact, Charlene’s negativity was so legendary in her department that her co-workers referred to her as Negative-Nelly. Even to her face. The reasons that she remained employed were several-fold. First, she was the longest tenured person in the department. Second, she was considered a high-performer and possessing of specialized skills. Third, she had survived a variety of managers and none of them challenged her to be a more positive influence in the workplace. Do you have a Charlene in your department or workplace? She is no fun, is she? In fact, Charlene’s negativity crushes team productivity in several ways.

1. Lower Morale. Many of Charlene’s team members do not feel that they can be authentic in the workplace because she will smack down their positive behavior. Every team member walks on eggshells around her. In sum, when team members cannot be genuine, morale suffers.

2. More Mistakes. Charlene’s heavy handedness has created an atmosphere where fewer questions are asked in the workplace. Team members know that if they ask a question (of anyone) that Charlene will make some snide remark that insults their competence. The result is a department that makes more mistakes than they would normally because team members are afraid to show any weaknesses. Counter intuitively, Charlene is delighted by her team member’s mistakes. It is the only time that she seems to be happy.  As such, Charlene’s reaction to the miscues of others positively reinforces the department’s mistake-prone ways because it is the only time that she is not a negative drain on the team.

3. Lack of Focus. Walking on eggshells and low morale greatly decreases team members’ ability to focus on their work. Ironically, the only person who actually concentrates on what she is doing is Charlene. Thus, she ends up looking like a high-performer when in actuality she is systematically destroying the productivity of an entire group of people.

The challenge for most leaders faced with a Charlene-like situation is that they lead by using a pleasant personality. What I mean by this is that many leaders are nice and get along with people. Heck, that is how most people get promoted in the first place. By and large, this type of “get along” leadership style works very well with groups of performing professionals. However, many nice people are also non-confrontational. In other words, they do not assertively deal with problems that surface in the workplace. When a leader delays in addressing workplace problems, thorny issues fester and can result in a cornucopia of dysfunction. This was certainly the case with a negative team member such as Charlene. The question then becomes, what should a leader do about the Charlene’s of the world. Well hold on to your hat, here are five actions for leaders to ponder:

1. Be on the lookout for workplace issues. In other words, do not be blind or in denial regarding problems in your area of responsibility. Jack Welch referred to this as “seeing things the way they are.” Certainly be an optimist regarding what your team can accomplish, but simultaneously be a realist regarding hurdles that need to be overcome.

2. Embrace a process for driving dialog. If a workplace issue is identified, I strongly recommend executing a process called How To Deliver Difficult Conversations. This process will provide a roadmap that will allow you to engage with the offending team member and give them an opportunity to turn a positive page.

3. Follow up and document. Once the difficult conversation has been delivered to Charlene, it is the leader’s responsibility to chart her progress or lack thereof. In this regard, make certain that you document her positive contributions and behaviors. Likewise, clearly catalog errors, poor judgment, and bad behavior. While documenting the latter areas, it is important to showcase the impact that Charlene’s work behavior has on other team members and on group accomplishment.

4. Cross-train team members. Do not be held hostage by a team member who appears to hold all the cards. If they have special skills or knowledge, challenge them to share it with others. If they refuse to share knowledge, challenge your team members to by-pass the Negative-Nelly and figure out how to build a better mousetrap on their own.

5. Reward questions and risk-taking. Attempt to shift the culture of your department to one that thrives on asking meaningful questions and sharing great answers. Create a special prize for the team member who asks the best question during a given work week. Coach your team members and help them learn and grow. In the process, you will neutralize the impact that people like Charlene have on your team. As Charlene realizes that her power is diminishing, she will get with the program or leave. Either result will be met with jubilation by your team.

Bottom Line: Negativity has no place in the work world. Leaders who knowingly allow negative team members to flourish without attempting to correct the situation are not truly leading. They are existing. Seek to be a leader who inspires your people through positive action. Accentuate positives. Offer constructive criticism when necessary. Get gutsy and engage in difficult conversations when needed. The result will be an increase in your followership, an uptick in morale, and productivity that is world-class.

Until next time leaders, be well!

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, strategic planner, and Certified Speaking Professional^TM. To enroll in a professional development program, call 941-776-1121, email .(JavaScript must be enabled to view this email address), or visit LeadershipSimplified.com

© 2013, 2017 Leadership Simplified. All rights reserved.

Due to the popularity of last month’s newsletter (Leading Millennials), we are continuing our series on multi-generational leadership. The focus of our February newsletter is millennials as leaders. Yes, the children of baby boomers have grown up and they are taking charge. So let us look at the many positives that this group of 80 million 17-36 year olds brings to the table.

1. Fresh & Different Viewpoints. The millennials have a different way of looking at things. They bring different ideas and fresh viewpoints to the table. They have grown up in a more diverse world. They themselves are a more diverse generation. Consider that roughly 15% of millennials aged 21 – 34 were born outside of the United States. Many of them are bi-lingual or more. That’s new. In addition, they see the world as a global marketplace. Millennials believe we should continually educate ourselves about one another. Nice.
2. Women Leaders. The millennials are less caught up in gender bias with regard to who is leading the show. They are more interested in competence than gender, tenure, or seniority. This will lead to an increasingly even playing field with regard to gender and competence in leadership roles. Oh, and their perspective generally cuts across ethnic lines as well. In other words, millennials tend to put gender and race on the sidelines and focus more on who and how best to accomplish things. 
3. Collaboration. Millennials derive sincere satisfaction from group accomplishment. This does not mean that other generational leaders do not. It simply means that, perhaps, more millennials see success as a group-think kind of thing. This collaboration mentality will be important as organizations expand and accept their matrix structures. In addition, as organizational globalization continues, since globalization is unavoidable, millennial leaders will be well positioned to effectively lead the charge.
4. Innovation. When you are a digital native and grow up playing complex video games, you adore technology. In addition, you thirst for better and better technology. After all, it makes the game better. Therefore, it is little wonder that millennial leaders push for innovation and better technology. As a bonus, millennials are rarely deflated by technology that “breaks” or is ineffective. They understand that with a little effort and a different focus, technology can be enhanced and become awesome. They also understand that innovative technology can be a wonderful connectivity tool. Case in point: Facebook’s Mark Zuckerberg.   
5. Social Responsibility. Philanthropy looms large in free societies. Giving and creating non-governmental safety nets is one of the main differentiators between successful social experiments and those that are less so. Previous generations have established rich, meaningful philanthropies that make a difference in our world. Millennials are hard-wired for social responsibility. It is just as much a part of their DNA as is technology. Millennials seek to help others, and demand that their organizations are a part of and have a clear, focused contribution to social philanthropy.
6. Work-Life Balance. I am not saying that millennial leaders have mastered the art of work-life balance. They struggle with work-life balance just like every other leader. However, the millennial leader understands that work is a long game and they want their professional journey to hold more balance than what they witnessed in previous generations. The desire for work-life balance does not make millennials lazy. It does not mean that they are unfocused. It simply means that they understand that they can work any time, any place, and if Twenty One Pilots is in concert on a Wednesday night, work be-darned, they’re going.

Linda is on the cusp of the GenX and Baby Boomer generations. She is 50 years old. Linda is also a successful leader who has managed a team of her age-peers her entire career. She had never managed anyone who is much older or younger than she is. Ten months ago, Linda’s team had an opening. The position called for a professional with terrific technical skills, as well as the ability to collaborate with an array of high-performing professionals. The human resources department conducted interviews and subsequently recommended a candidate to Linda. Frankly, Linda assumed that HR would recommend someone Linda’s age. Thus, Linda was quite surprised when she walked into a conference room for a rubber stamp final interview and saw a 28 year-old millennial named Adam. Everything Linda had read about millennials was negative. They were supposed to be lazy. They felt entitled. They wanted everything to be easy. Linda’s comfort zone was shaken as she pondered the prospect of leading Adam.

In a moment, we will return to the Linda-Adam continuum. However, Linda’s negatively skewed viewpoint of millennials is not unique. The millennial generation is frequently maligned in the media, and portrayed as lazy, whimsical, and disconnected. Yet, my first-hand experience in coaching and training thousands of millennials is quite different. Millennials do have a work ethic. They can focus and deliver results. They are engaged at work (especially under the right circumstances). Yet, so many professionals seem mystified by the behavior of millennials and how, exactly, to lead them. You know, millennials are not from another planet. They are simply from another generation.

Well, back to the story at hand. With much trepidation, Linda hired Adam. Prior to his first day on the job, Linda received some advice regarding leading professionals from the millennial generation. Not only was Linda open to the advice, but she put it into action. Linda and Adam got off to a good start, and 10 months later are still going strong. Here are five of the key points that Linda embraced.

1. Take OnBoarding Seriously. The old axiom of “You never get a second chance to make a good first impression” is true. How you structure and behave on the first day of their employment is going to send a big message to your millennial new-hire on whether this gig is for them or not.

2. Build Rapport. If you come in guns blazing with all of the duties and responsibilities relating to their job, your new millennial team member will shut down immediately. This top-down approach will bear little fruit with the youngest generation in the workplace. Rather, get to know your millennial colleagues. Find out what moves them. What social causes engage them? How do they like to work with people? What scares them about the world? What do they find magical about the future? In the process of asking questions and learning, something meaningful will happen – your millennial colleague will also learn about you. The rapport that is established will enable both of you to perform and collaborate at your very best.

3. Communicate! Yes, yes, this is common sense and sounds so simple. Then why is it so difficult to communicate with millennial team members? First, find out their preferred method of communication. Recently, I was working with a 7-person, multi-generational leadership team. I asked each of them to take a moment and answer, in their own mind, this question: If someone really needs to get in touch with you, how should they reach out? Here were the first four answers (I am not making this up): “Email me,” “Find me,” “Call me,” “Text me (guess who).” The point is we all have our preferred method(s) of communication. Find out what your millennial colleagues prefer. Share with them what you prefer. In other words, communicate about how you want to communicate.

4. High Expectations. Once communication channels are discussed and rapport is established, an amazing stage is set: The opportunity to discuss mutual expectations. If you are reading this newsletter, you are a high-performing professional. And, high-performers have high expectations (of themselves and of others). Many leaders mistakenly believe that in order to lead millennials they have to have a soft touch and make things appear easy. Well, this is not reality. Millennials live in reality. Plus, they are very smart and well-educated. Clearly share your high-expectations with millennial colleagues. In addition, be open to what they expect of you. The results that ensue may surprise you – pleasantly so.

5. Training & Development. Only engage millennials in training and development if you want to retain their services and their incredible talent. Earlier I mentioned that millennials are well educated. They are also voracious learners. Their thirst to learn and to challenge the status quo burns deep within them. Feed on that. Continually offer training and development to them. Remember, leaders develop team members in three key areas: Soft skills (think Leadership Simplified), technical skills, and organization savvy (i.e., the politics of your organization). There is much for millennials to learn. Help them grow. In the process, you will strengthen an already talented professional, and retain them for longer than you would otherwise.

Bottom Line: Millennials are the now and the future. Get to know them. Yes, even better than you know them now! Figure out how to optimize your communication with millennials or fellow millennials. Share tough and meaningful expectations. Help each other grow and develop a broad range of skills and abilities. The future is bright. It is your choice to think so or not. It is also your choice to position your organization for success. 

Until next time, be well.

Doug Van Dyke, MBA, CSP™ is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© 2017 Leadership Simplified, all rights reserved.

Let me be clear about something right from the start: I am not an Alabama Crimson Tide fan. Some of you are. Bully for you. I am not. Yet, one of the cornerstones of this leadership newsletter involves the Alabama football coach, Nick Saban and the impact his actions have had on the school’s football program. So, while it is painful for me to write about ‘Bama, the topic at hand is bigger than me (or my football allegiances). 

In 2007, Nick Saban took over a beleaguered Alabama football program. The previous year they won just about as many games as they had lost. This is not bad for some programs, but for a storied program such as Alabama’s, it was unacceptable. Saban was hired to right the ship and return the program to national prominence.

When most leaders are faced with such a challenge, they set a vision of their desired result: in this case, a national championship. This is a logical vision. However, Saban focused the team on the journey more so than the destination. What Coach Saban zeroed in on was the process of winning. In a USA Today article written Steve Wieberg, Nick Saban described his philosophy this way:

“I'm not result-oriented. I'm more process-oriented. So every day, I'm thinking about what we have to do to continue to get better. Once you accomplish one thing, you've got to get to the next one. Was beating Florida (in 2009) the end or the beginning? Was the U.S. hockey team beating Russia (in the 1980 Winter Olympics) the end or the beginning? It was the beginning for those guys; they had to beat Finland to go on and win the gold medal. It keeps growing, and you've got to stay focused on the process and not necessarily the outcome.”

Let’s take a broader view of success for a moment. Here is my take on the qualities necessary to establish a process of winning.

1. Individual and Team Discipline. The first step in implementing a successful process involves a commitment from the leader to consistently support it. This takes discipline. Moreover, if only the leader commits to the process, there will be failure. It takes team discipline as well. It seems clear to me that Nick Saban has personal discipline. So just how did he set the stage for team discipline? See #2 sports fans.

2. Communication. It is the leader’s responsibility to clearly communicate the parameters of the process, AND to build excitement around the implementation of the process. Saban most assuredly communicated the process of winning to his team. And I’ll bet he also relentlessly repeated his message until it became a mantra for his team. Recently, I helped a leader implement the process of winning with their team. The leader did a fine job of communicating the concept and what possibilities it could hold. What was missing was the crucial step of building real excitement with the team. What was missing was creating buy-in. I asked the leader: “Have you turned the core concepts of your process into a mantra for your team?” “Pardon?” He answered. We worked on this together and the process is now a mantra. Note: the ability to create buy-in and followership with your team is one of the hallmarks of a gifted leader.

3. Tracking Behaviors. In a madcap world, it is easy to zigzag from one behavior to another. Once committed to a process of winning however, consistent behavior is needed. When the Chicago Bulls were in their championship years, they had a playoff regimen. Each morning they had breakfast and did weights. The afternoon consisted of a team practice, strategy sessions, and rest. They arrived at the same time before each game. They executed beautifully during the game and then engaged in post-game interviews. They would then repeat this routine. And repeat they did – six championships during an eight-year span. During the course of their victorious run, you could just about set your watch by their individual and team behaviors. Do you think Nick Saban sets a rigid regimen for his Alabama teams? You betcha! Saban’s regimen establishes a rhythm for his team. As they racked up victories, that rhythm becomes stronger and stronger, as well as easier for the players to endure.

4. Time and Repetition. Executing behaviors again and again, at the same time or on regular time intervals will lead to measurable, positive results. Many of you use our day planning system, which is a cornerstone for creating the habit of behavioral regularity. An example of what time and repetition can produce is the process of writing a book. One hour of writing each day equates to roughly 250 words of publishable prose. Do that for 180 days and voila, you have produced a word count that is acceptable for a business book. Sidebar: I have written non-fiction and fiction books using this system. Shifting back to Nick Saban, he is a huge fan of schedules and regularity during important processes.

Aside from reenergizing the State of Alabama and the school’s alumni, what has been the net result of Nick Saban’s quality process? The answer: Four national football championships, with apparently no recruiting violations – impressive! Just imagine what a consistently delivered “success process” might do for your organization? Imagine what a dose of discipline, coupled with superb time management would do for your life and your passions? Imagine the possibilities, my friends.

Until next time, be well.

Doug Van Dyke is a die-hard Florida Gators fan who, like everyone else over the age of 21, looks ridiculous dressed in orange and blue. He is a Tampa Bay based executive coach, leadership development expert, strategic planner, and Certified Speaking Professional. To have Doug speak at your next event, call 941-776-1121 or email .(JavaScript must be enabled to view this email address).

© 2010 Leadership Simplified, all rights reserved.

Lester receives an email from a customer that makes his blood boil. He knows he should calm down before responding, and he gives himself a few hours to do so. As he composes his response, he attempts to be as objective as possible. He reviews his reply thoroughly and deems it to be rational and professional. Lester is still steamed about the initial email, but he feels the need to respond. He hits send. Very soon thereafter, a potpourri of other things begin hitting – the fan that is. Lester is sent an urgent message by his boss. Apparently, the client is fuming about Lester’s most recent correspondence, and they went straight over Lester’s head in order to threaten to move their business elsewhere. Lester is dumbfounded. Just prior to entering his boss’s office, he reads a copy of the email he sent to the customer. Hmmm, it does not seem to read the way Lester intended. Did the words mysteriously juxtapose between the time Lester sent the email and now? Lester enters the office sheepishly, fearing that a distasteful earful from his boss awaits. 

Has anything like Lester’s folly ever happened to you? Most of us have had experiences when, upon retrospect, we wished we had not touched the Send button. It is an awful feeling, and the results of a “flame” email can include any or all of the following:

• A wounded relationship
• Hurting someone’s feelings
• Crushing what was previously solid rapport
• Needing a boatload of time to mend fences
• Losing a once loyal and profitable customer

In Lester’s example above, the customer did not move their business. Luckily, Lester’s boss was able to calm the customer down. Lester actually continued to manage the account. Further, since his boss views Lester as a solid team member, he perceived the situation as a good developmental opportunity. Lester was relieved that the focus of the conversation with his boss centered on learning and not on admonishment. So what lessons did Lester learn? Answer: Quite an array. 

Lesson 1: Use a proofing buddy. One of the cardinal rules of sending important correspondence is to have it reviewed by a trusted colleague prior to mailing. If Lester had followed this one simple rule, he would have saved himself a world of pain. It was also recommended to Lester that he learn more about the essential email habits needed in today’s business world.

Lesson 2: Keep organizational sensitivity in the forefront of your mind. In other words, when a potential conflict arises with a customer, colleague, or vendor, give your boss or an appropriate team member a heads up. You do not have to request their immediate involvement in the issue, but keep them informed about what transpires. Often times, your boss or colleagues will share sage advice that can reduce the risk of losing a customer, while reducing your burgeoning stress level.

Lesson 3: Abide by the Hierarchy of Communication. This is the biggest lesson that Lester learned. He never thought of prioritizing modes of communication based on their impact. If he had, he would have realized that you should never answer an email that makes your blood boil with another email. Rather, you should elevate your response to a higher-impact means of communication. The following is the hierarchy of communication as it was laid out to Lester by his boss.

• Level 1: In-person communication. This is the big kahuna of interpersonal communication. A face-to-face meeting allows us to employ every aspect of powerful communication. We are able to witness the other person’s body language as they speak. More importantly, we see their authentic reactions to our comments and hear their tone of voice. Studies have shown that body language accounts for 55% of the impact of communication, and tone of voice carries 38% of the impact. As such, if you have a ticklish situation or an important sale to close, do not miss out on an opportunity to get in front of the other person.

• Level 2: Webex, Skype, and other real-time technology tools. While not as powerful as in-person communication, this venue allows everyone to see facial expressions and experience a few other non-verbal cues.

• Level 3: Telephone. No body language here, but still the ability to hear tone of voice. The telephone allows us to use our tone of voice to reinforce our message. In addition, we receive immediate tone of voice feedback from our listeners. This would have been the appropriate elevation of communication for Lester to pursue in response to his customer’s scathing email.

• Level 4: Email. The only tone of voice we have with email is word choice, structure, and capitalization. Avoid the latter. A nice advantage that email possesses over the telephone is that the information can be read numerous times. Also, you have time to compose your response. The trouble is, if you are in a good mood and insert something such as a light joke, and the receiver is in a bad mood, they could misinterpret your humor. It is usually wise to play it straight with this medium. Note: Lester broke a big law regarding the hierarchy of communication when he responded in electronic format to a confusing customer email. He needed to upgrade at least one level to telephone communication if he wanted to give himself the best chance of smoothly defusing a charged situation with a customer.

• Level 5: Letter. Typically I rate a letter received in the mail above email – I like the personal touch. For our purposes here, I did not because of the time delay associated with responding to a written letter. Email has an advantage due to its rapid response-ability. Tip: just like you would never want a typo or grammar error in a stamped letter, keep to the same standard when you prepare email correspondence.

• Level 6: Instant messenger. It is quick, it is easy, and it is conversational. A more casual tone is allowed with instant messenger (IM), as well as a level of forgiveness regarding typos and abbreviations. If your customer or internal colleagues like to IM, have a ball. If not, remain in the world of email, and keep your standard of professionalism elevated as such.

• Level 7: Text messaging. Welcome to the low man on the totem pole regarding communication. Rapid fire, super casual, often filled with typos and grammatical errors. Don’t even talk to me about acronyms – yikes! Do I sound old school? You betcha. Do I receive and send text messages? Absolutely. Here is my tip: while there is a growing trend in sending text messages, be careful with customers – make certain they are receptive to text correspondence (especially if they are a boomer or older).

Bottom Line: So there you have it ladies and gentlemen, the Lester Lessons. Next time some business interaction makes your blood boil, remember to review the hierarchy of communication. Then, take a chill pill and think strategically. The positive outcomes will amaze you.

Until next time, be well.

It seems as though Hollywood’s core movie offerings these days feature larger-than-life characters wielding special-fantastic powers. Well, the business world has a superhero to offer as well. The superhero of our adventure, however, is a seemingly ordinary leader who possesses an increasingly rare power. Our leader has the power to hold other people accountable. Let’s call this leader Captain Accountability. Yes, Captain Accountability can do it all: Communicate, collaborate, build a great team, and get things done. Captain Accountability cuts through staffing and budgetary kudzu like a knife. How does the Captain do it? Let’s take a look at the components of his secret powers.

1. Mission & Purpose. Captain Accountability feels a deep sense of duty and commitment to his organization. In other words, he has passion for what he does. As such, he desires to serve and strengthen the organization. His focus helps them to resist the temptation to be non-confrontational when challenging issues arise. As a result, Captain Accountability is professionally confrontational and holds people accountable to their commitments and duties.
2. Workplace Team Building. Continually building a better sense of team is one of the hallmarks of Captain Accountability. He drives teambuilding events. Through these events, he increases the camaraderie of his team members. In addition, effective teambuilding results in increased communication between team members. Captain Accountability knows that nothing overcomes communication barriers better than a successful teambuilding experience. 
3. Communication Guru. Captain Accountability strives to have command of all areas of communication. His presentations sizzle. He is intentional about the kind of non-verbal communication he projects. He asks terrific open-ended questions and then listens fully to his colleagues’ answers. He is succinct, yet thorough. His emails are also succinct. He uses text messaging when it is appropriate, and he learns what methods of communication his direct reports, colleagues, and customers prefer. The result of Captain Accountability’s efforts is that his messages “stick.” His sticky communication is effective because it minimizes conflict and reduces errors and misunderstandings.
4. Mantra of Collaboration. Captain Accountability understands that thematrix structure of his organization calls for terrific collaboration between cross-functional leaders and team members. His effective coordination and communication is paramount to overall team success. More than just talking about collaboration, Captain Accountability has made “effective collaboration with internal and external colleagues” a deliverable that appears on each team member’s annual review.
5. Results-Driven. Daniel Goleman once said, “The leader’s singular job is to deliver results.” At the heart of things, Captain Accountability seeks to drive team accomplishment. As such, this solid leader believes that outstanding results are achieved when team members are empowered and then held accountable for his actions.
6. Celebrate Success. Organizations that rate high on holding team members accountable consistently have a great deal to celebrate. Captain Accountability thirsts to catch people doing things right. Then, he rewards the heck out of what he has observed. When team results and goals are blown out, Captain Accountability creates celebratory experiences that are fun, meaningful, and most importantly, remembered.

Bottom Line: Real superheroes do not wear a cape, carry a shield, or transform their appearance. They are much more than that. Authentic superheroes are focused, fair, and bring out the best in their team members. At the end of the day, a real superhero holds himself and others accountable for delivering standout results. And nothing positively transforms people more than that.

Until next time, be well.

For Halloween this year, Doug Van Dyke, plans on donning Captain Accountability gear (”no capes”). Alternatively, he may appear as an executive coach, leadership development expert, or strategic planner. To have Doug speak at your next event, visit www.leadershipsimplified.comor email .(JavaScript must be enabled to view this email address).

© Leadership Simplified. All rights reserved.

1. Reflect. Take a deep breath and step back from the current swirl. Go for a walk and remember the qualities your business enjoyed before the current chaos. You may also want to have a serious conversation with your business coach.
2. Catalog. Think strategically about your past behaviors and actions. Write down what your business or work unit looked like at its peak. Describe in detail, what makes your organization successful. Then, make a list of the top five factors that set your team apart from its peer groups. 
3. Compare. If you are like most leaders right now, you are behaving a little differently than you were just a bit ago. It is understandable. Many things have changed from a marketplace and technology standpoint. Pressure may have increased. Also, we have the media driving sociological mayhem. So compare what your behavior looks like now, versus a few short months or years ago. 
4. Roundtable. Get together a group of your best team members, customers, or colleagues and talk. Discuss the flavor and frequency of communication that is needed right now in order to regain your leadership edge. 
5. Pledge. Meet with your team and share a vision of getting back to communication basics. You know, a lot of sports teams win big by simply mastering the basics and executing flawlessly. As leaders, we can do the same thing. Effectively reaching out to our team members and telling them the real deal of what is going on is one of the basics. 
6. Execute. In all phases of our lives right now, leadership is needed. Our team members need us to help them cut through and interpret the media kudzu. Direction is needed. Focus. Control what you can control – and do not worry about that which you cannot. 
7. Excitement. Be astute for opportunities to positively stroke your team members, customers, and colleagues. It is an incredible world you know. Do not lose sight of that.

“In the midst of winter I finally learned that there was in me an invincible summer.”

- Albert Camus

Pardon me as I wax poetic to begin this newsletter. Not only do I like Camus as an author (I am not alone, he won a Pulitzer way back when), but I really like the concept of invincibility. We are in the dog days, you know – in more ways than just summer. So how do we begin to even think in terms of invincibility? Well, take a peek at the following four areas and see what happens.

1. Evaluate your leadership karma. It is easy to pick out ineffective leaders. They have little followership and are usually disguised as a worker-bee with a title. True leadership does not carry a title. Many of you know people who greatly impact their workgroups or organizations, yet do not possess a leadership moniker. Make certain that you are exhibiting real leadership – real guidance – and not just using title or authority to move people in a desired direction.
   Lesson for Leaders: Leaders impact culture. Evaluate your influence and make certain it is universally positive.

2. Accentuate the positive. No, no I will not break into the lyrics of an old Jimmy Durante song. How many of you know who Jimmy Durante is? Rather, my point here is to take stock of your positives. In other words, catch yourself doing things right. Make certain that you are aware of your strengths and the qualities that make you terrific. This may sound like an odd request, however, a lot of leaders second guess themselves and their decisions. Reflection is fine. Make certain you reflect properly on just what makes you valuable. Understand it. If necessary, ask other people you respect to give you their candid opinions. Have you ever received a personal testimonial that just blew you away? Right. You are really good. Don’t forget that.
   Lesson for Leaders: Understand your shortfalls, but not at the expense of abandoning your strengths. Seek to subtly expand your core competencies and then hold on to your hat. Magic!

3. Visualize invincibility. Somewhat difficult to do when faced with a myriad of leadership challenges, isn’t it? Yes, challenging situations may expose a few weaknesses and sometimes shake our confidence. If you have experienced this at all, now is the perfect time to take a deep breath and find a quiet place for five minutes. The core concept is this: “We can only change our circumstances by changing our state of mind.” Close your eyes. Take a few more deep breaths. Oxygen is good; it is a natural relaxant you know. Now put your mind in a place where you are ultra-successful. It does not have to be a business environment, just some real experience where you were great, and strong, and powerful, and felt invincible. Maybe it was yesterday. If so, bravo for you. Once in this mental place, examine your body language. Was it more positive than what you exhibit now? What about your manner and frequency of communication? How did others respond to you when you felt invincible? Keep asking yourself comparison questions. If there are disparities between that and how you currently behave, take it as a cue to initiate subtle tweaks in your leadership style and manner of communication.
   Lesson for Leaders: If you can dream it, you can live it. Give yourself the luxury of a 15-minute mental exercise that may allow you to jettison negative head trash, while unlocking the notion of positive possibilities.

4. Reinvent your organization’s model. To be clear on this one, reviewing your staffing situation and tweaking or cutting to save expenses is NOT adjusting your business model. Well, okay, it does adjust your organization, but not in an elegant manner. What reinventing your organization’s model refers to is examining the market, taking stock of your resources, reflecting for a moment on past experience and trends, and creating a cohesive strategic model for your company or work unit. Your reinvented model should fit today’s environment, and be valuable for the next 18-24 months. No disrespect to anyone out there, but many of you (okay, almost all of you) are running as fast as you can with your heads down and making important decisions on the fly. These on-the-fly decisions may reduce your stress level when they are made, but in the medium run their impact often carries some uh-oh moments.
   Lesson for Leaders: Be strategic about the structure of your organization, the direction in which you lead, and the actions in which you request your team members to engage.

Bottom Line: Help your team achieve break-out results by being an invincible leader. Stay authentic. Leaders should never attempt to be something they are not. Reflect, learn, and be strategic. Raise your leadership bar. This will help you to strengthen and subtly enhance the culture of your organization. You are strong. Get even stronger.

Until next time, be well.

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© 2009 Leadership Simplified, All Rights Reserved

4 Ideas to Better Develop Employees

Staffing levels go up. Staffing levels go down. Seems like these days most leaders are challenged to do more with less staff. As such, it important to develop team members so that they can maximize their productivity potential. The leadership challenge, of course, is to accomplish necessary individual tasks, while allocating an appropriate amount of time towards properly coaching team members. A difficult conundrum, no doubt. Research tells us that skilled team members leads to better, more profitable results. So let us examine four actions that leaders can take to ensure that team members grow, and sales and profits do too.

1. Mindset. Yes, yes, here I am using this concept of “mindset” again. However, remember what Yogi Berra said: “Baseball is ninety percent mental, the other half is physical.” As a side note, Yogi’s son once said: “You can’t compare me to my father, our similarities are quite different.” Back on task. Here is the mindset I encourage leaders to embrace: Developing team members is constant. Growing people is not a one-time or an annual event. Informal coaching should occur each day, while formal development should occur at scheduled intervals. 

   Lesson for Leaders: The process of developing team members begins with envisioning outstanding outcomes, and then creating a plan that brings desired deliverables to life! 

2. Catch People Doing Something Right! Several management gurus have popularized this phrase, and I love it. In so many workplaces, leaders only notice the things that people do wrong. Negative or constructive feedback is the low hanging fruit of staff development. In addition, if the main source of feedback is correction-oriented, workplace morale will be slanted toward the negative. The key to developing productive team members is to reinforce their many positive contributions. A leadership mantra of “catch people doing something right,” creates a positive culture and an opportunity for team members to accelerate their positive accomplishments.

   Lesson for Leaders: Team members thirst for positive reinforcement regarding what they are doing correctly – even if they are executing an expected part of their job. Seek to share very specific feedback regarding what is correct, and be certain to describe the positive impact that the team member’s behavior has on other team members.

3. Ownership. Counter-intuitively, it is the leader’s responsibility to drive coaching activities. While team members certainly have a huge stake in positive outcomes, the learning process should be driven and monitored by the leader. This ensures quality, on-target results that will benefit the entire team’s performance. 

   Lesson for Leaders: Manage team member performance and team member development!

4. Partnership. Without team member buy-in, development activities are meaningless. So how do we, as leaders, create buy-in with team members regarding our coaching activities? First, create an environment in which team members share important feedback with you, and in turn, you share meaningful feedback with them. Second, request a one-page summary from the team member after each formal coaching interaction. Their summary will highlight their key takeaways, and give you a barometer regarding their level of engagement with the process.

   Lesson for Leaders: Informal and formal feedback can expand collaborative relationships. In addition, the feedback will help to solidify what team members have learned, and serve as a measure of your leadership effectiveness.

Bottom Line: Developing your team members has incredible benefits. It builds a healthy culture. It creates positive connections. It increases retention rates for your top performers. It will increase your top and bottom line. And, perhaps most importantly, when leaders develop team members, they enhance their own development in the process. There you have it. Now go forth and coach, develop, and given the opportunity, quote Yogi Berra!

Until next time, be well.

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

Bob is a winner. Whether he is engaging in athletics, board games, or work, he strives for victory. With regard to work, he settles for nothing less than winning. He demands solid ethics, so he is not a “win at all costs” leader. He also demonstrates and expects loyalty. Bob fires team members only as a last resort. During his career, Bob has held three management positions. With each position, Bob has built the team from scratch. His teams always delivered solid results.

It was no surprise when Bob was approached to lead a large group that was struggling with their deliverables. While Bob was unfamiliar with the team members, he was aware that the group was collectively viewed as poor performers. When Bob accepted the promotion he was given carte blanche to do “whatever it takes” to improve results. Soon thereafter Bob thought to himself, “We are going to win!” He then took pause and thought to himself, “But how?” He began to ponder a strategy as he gently gnashed his teeth. 

So what is Bob to do? Globally, he needs to change the culture of the department that he is inheriting. This he realized quickly. Bob also knew that each cultural change opportunity is different. A menu of best practices ran through his mind. In addition, he had to assess what level of sternness or softness (command or nurture) to employ while driving this cultural change. With all of these things considered, here are thoughts and actions that Bob put forth.

1. Pragmatic Optimism. Peter Drucker summed up the power of organizational culture when he said: “Culture Eats Strategy for Breakfast.” Smart, pragmatic leaders recognize just how important a positive culture is to an organization. Bob knew that he could devise an ingenious strategy, but it would be crushed by the weight of a dysfunctional culture. He also knew that in order to change the team’s downward performance trend, he needed to change the culture that was influencing the team’s performance. Bob knew from past experience that culture is the real driving force of an organization. Also, any new team members who entered the organization would be quickly influenced by the existing, toxic culture. They would abandon any positive strategies and fall into the vortex of the established group-think. Bob needed to change his group’s mindset if he was going to change the organization’s culture. He needed to optimistic, but in a very pragmatic way.

2. Two-Week Listening Tour. Even though Bob was thrown into a performance train wreck, he gave himself the gift of 14 days to learn, first-hand, the lay of the land. He put on his consulting hat and visited with people, groups, departments, and other facilities. On his journey, Bob ask open-ended questions and sincerely listened to the information and suggestions that were shared. The team also learned about Bob - as a person and as a boss.

3. State Real Values. Based on his observations, Bob crafted what he believed were the positive values of the organization. Bob knew it was important to make these values come to life. For example, rather than stating the value of integrity, Bob would say: “We will deliver on our commitments, do what we say we are going to do, and hold our valued colleagues accountable to do the same. We have Integrity!” Bob’s ability to add meaning to what were otherwise flat, meaningless values really resonated with the team.

4. Solicit and Share Expectations. One of the smartest things Bob did with his new team was to meet with key people and teams and ask what they expected of him. In the process, he learned about the team’s perspective and about their past frustrations. Many of the expectations he heard were common sense and not surprising. Some of the expectations were pet peeves that were doable. And some of the expectations were wild and wooly. Bob committed to most of the expectations and had some great dialog on the items that were controversial. His skilled listening also set the stage for the team being open to his expectations. He shared very specific and lofty expectations with the team. Ultimately, the team found Bob’s expectations to be inspiring. Bob’s expectations sharing exercise was perceived as a positive. In addition, the mutual clarity of expectations began to create a culture of cooperation that the team had never experienced. What truly set Bob apart as a leader were his monthly check-in meetings that revisited and reinforced everyone’s expectations. In other words, he made increased collaboration a real process. A system that, in retrospect, his team referred to as the The Process of Winning.

5. Live It! Bob knew that if he did not lead by example and walk-the-talk, his people would never follow him. He was maniacal about doing what he said he would do. He focused on exceeding his team’s expectations. He started meetings on time, and actually ended meetings on time. His team had not experienced the latter in years (perhaps decades). The team followed Bob’s lead by working with more integrity. They met deadlines. They exerted more effort. They sought to not only meet Bob’s expectations, but to exceed them.

So what happened to Bob and his cellar-dwellers? Once they found their working rhythm and injected positive qualities into their culture, they slowly started to turn things around. Then, after some successes, they gained momentum. Bob encouraged his team, praised them, sought to keep them grounded, and helped them to believe they could accomplish more. They did. They gathered a few more successes. Did they ultimately get out of the cellar? C’mon, this is Bob we are talking about. Of course. They won big time. On the 21^st month of becoming their leader, Bob proudly informed the team that they had become the #1 performing unit in the company. Number one! Save for normal attrition, the feat was also achieved with the original team. Oh, and they have been number one for three of the past five years.

Bottom Line: The culture of an organization is a living, breathing thing. What dark matter is to the universe, a culture is to a team. It is everywhere, yet unseen by the naked eye. A culture just is. When an organization has a poor culture, awful results are experienced. When an organization has an authentic, meaningful culture, results sizzle. When it comes to changing a culture, the leader has to immerse themselves in what their team is experiencing and lead by example. Communication is paramount, and sharing expectations regarding desired behaviors is essential. Creating and maintaining a healthy organizational culture is an art. Only the most dedicated of leaders can create a healthy culture. And you, my friend, know a very dedicated leader. Just look in the mirror.

Until next time, be well.

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

To say this year’s Presidential race is polarizing, entertaining, and a bit scary is perhaps an understatement. Candidates on both sides of the aisle have shared soundbites that have impassioned and enraged their voting constituents. One candidate in particular has uttered comments that have caused foreign governments to ban him from travelling there. That candidate’s unfiltered candor, coupled with a lack of tact, has created a level of distaste that may prove problematic for his campaign and his Presidential aspirations. This brings us to leadership. Specifically, the leadership attribute of professional communication. At the very least, the current Presidential race should encourage leaders to pause and assess their communication style. During that assessment, take stock of your level of candor, as well as your ability to be tactful. These abilities are examined below.

Candor. In a politically correct world, candor is a breath of fresh air. The authenticity that comes with candor can create respect, as well as a strong bond. When candor is unfiltered though, problems may result. Consider Mr. Trump’s candid comment regarding “building a wall between the United States and Mexico.” He may believe this is a good idea. He was authentic when delivering the statement. However, the comment lacked tact and offended a large swath of potential voters. Another example from this Presidential race was when Mr. Sanders touted that he was a “Socialist Democrat.” While candid and authentic, a tactful sensibility was missing that threw capitalists around the globe into a tizzy. 

Lesson for Leaders: Candor is a wonderful thing. It shows an authenticity that is meaningful. Too much candor, however, can place a leader in choppy waters that does not allow for backtracking. Be strategic with your candor, and make certain it is shared with the appropriate audience.

Tact. It takes intelligence and self-control to be tactful. The tactful leader must both position their message so that it will be understood, yet deliver it in a manner that is non-offensive. What a wonderful skill to be tactful. Leaders who are overly tactful, however, frequently come across as not taking a stand. It is difficult to discern what they truly believe. Consider Mrs. Clinton. She strives for tact during her voter rallies. In the process, she alters her message to placate the crowd. While appearing tactful to each crowd, she sometimes colors herself gray with regard to what she really believes.

Lesson for Leaders: There is a time and a place for tact. Which is most of the time. However, if you never waver from tact, you will never appear to possess command. You will appear neutral and unauthentic. Use your self-control, but look for moments to take a strong stand.

Bottom Line: Candor and tact are not opposites! They can be used simultaneously. In fact, one without the other will cause us to be imbalanced. Leaders who share too much candor may be perceived as bombastic and irrational. While well meaning, and energizing for some, they rarely endear themselves to the broader team and are unable to establish well-tenured employees. Alternatively, leaders who are too tactful can come across as plastic and indecisive. Seek to be authentic, but in the process use your self-control and be strategic. Business communication is difficult. Leaders are always under the microscope. We need to be at the top of our game at all times. But then again, you are at the top of your game. Bravo! Keep at it and go inspire your team.

Until next time, be well.

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

One of the traits of terrific leaders is that they are life-long learners. They desire to reach higher, go faster, and stretch farther than their average leadership peers. In addition, terrific leaders challenge and enable the people they lead to grow faster, learn better, and achieve seemingly unattainable results. In a fast-paced world, the thirst to learn is a gift. The ability to implement what is learned is also vital. If this sounds a lot like you - bravo! In order to remain at the top of your game, there are a variety of skills that you need to master in the very near future. How do you measure up to the following?

1. The Ability to Lead Virtual Teams. Mark Zuckerberg recently stated that he envisions a fast-paced future that is a broadly connected and virtual place. His remarks highlight how important it is for leaders to connect with team members who work remotely. Trends clearly show that our team members will be increasingly dispersed geographically. This is problematic considering that only 25% of team members can effectively work remotely. Therefore, it is mission critical that leaders understand how to lead virtual teams. And when I say leaders, I am including all leaders from supervisors to CEOs. The ability to lead virtual teams is essential with regard to maintaining and increasing productivity, as well as keeping team members engaged.

2. The Ability to Work with Diverse Cultures and Viewpoints. Recently, I was coaching a leader who was born in India. While he has lived in the United States for 20 years, his viewpoints and vocabulary were formed in a different culture. During one of our meetings, I used the phrase “the big elephant in the room.” He politely nodded as I continued. Several sentences later I stopped.

   “With all due respect,” I said, “Do you know what I am talking about when I say the big elephant in the room?”

   Smiling and nodding he said, “I have no idea.”

   Then I asked: “Have you been in meetings when your boss has referenced a big elephant in the room?”

   “Many times,” he replied, adding: “I have often wondered what an elephant has to do with our team’s challenges.”

   “Ah,” I said, “the big elephant refers to THE big problem….something worthy of your attention.”

   “Oh no,” he said.

   “Indeed.”

   While we ended up having a laugh, we also did a deep dive on American slang, as well as business communication techniques that can ensure mutual understanding.

   Fifteen percent of the people in the United States aged 20-34 were born in a foreign land (U.S. Census). We are truly a melting pot of cultures, and our workplace continues to become more diverse. In addition, whether it seems like it or not, we are all working in a global marketplace. This calls for leaders to be excellent communicators, and adept at social intelligence that bridges cultural differences so that collaboration is maximized.

3. The Ability of Critical Thinking & Problem Solving. In a country whose educational system seems smitten with standardized testing, it is increasingly difficult to find leaders who possess critical thinking skills. Critical thinking refers to a leader’s skill at asking great questions and their ability to write meaningful narratives. This ability is the cornerstone that enables leaders to effectively solve workplace problems. You know, a fair amount of a leader’s workday is consumed with solving problems. A lack of critical thinking skills puts a leader at a severe disadvantage. At a minimum, consider developing or embracing a process for problem solving. It may very well lead to your team developing a process for winning.

4. The Ability to Mine Data. Many leaders used to have the luxury of having someone else analyze data and recommend appropriate strategies. As technology advances, however, so does our ability to measure everything – in real time. In a laser-fast work world, there will not be time for others to perform analysis and communicate their thoughts. The leaders of the future must become very comfortable with computational thinking and understanding vast amounts of data pertaining to their area of responsibility. In addition, leaders will need to leverage critical thinking skills (see above) in order to make lightning fast decisions that are consistent with their organization’s culture and direction.

5. The Ability of Social Media Literacy. In a changing social-cyber world that considers Facebook old school, it is easy to be confused regarding social media strategy. Yet, savvy future leaders need to not only understand social media trends (not fads), but also how to leverage them in the workplace. This includes targeted internal social media, and it is no easy task by any measure. For example, should your organization leverage Tumblr or Instagram? “Aren’t they the same thing?” “NO!” Should your organization use any social media? “Yes!” What about Snapchat (which the Tampa Bay Lightning leveraged to garner 50,000 new prospects) or Periscope (which has led to over 1 million followers for previously unknown businesses)? Just to add to the confusion, the monster social media outlet for 2018 has probably not even been created. What to do? Well, you better figure it out fast. The alternative is to miss out on a communication medium that can grow your business, help your people feel connected, and retain team members who will otherwise leave.

6. The Ability to Collaborate Across the Organization. We work in a matrix world (do not think Neo or the musings of Hollywood). As such, terrific leaders possess the ability to reach across cross-functional lines and get something accomplished. This not only calls for mastery of collaboration tools, but also the ability to negotiate. Many leaders believe that effective negotiation and collaboration stems from our ability to convince others we are right. Rather, positive results typically stem from a leader’s ability to influence others so that they come to realize that working together is the only way to move forward. This, my friends, is an art that must be continually honed.

Bottom Line: Our work world is getting smaller and rotating faster. The terrific leader in 2018 will be able to navigate the fray via their ability to drive effective collaboration and results across geographic and time zone divides. In addition, they will possess communication skills that bridge cultural differences and amplify team results in the process. Finally, they will be able to assess analytics on the fly and leverage social media space to keep people connected and engaged. What an exciting future. What amazing things we will accomplish. What growth lies ahead on our leadership journey.

Until next time, be well.

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

My favorite president is George Washington and today is his birthday. When I was a kid, Washington’s birthday was a time to celebrate and it was its own national holiday. School, the day before the holiday, was always fun. We would dress up as George Washington and/or wear something patriotic. Then, the day was spent learning about the “Father of our Country.” I always enjoyed those events, and cherish the knowledge I gained as a result.

Today, George Washington’s birthday is relegated to a nebulous “President’s Day.” In addition, it appears that children are not being properly exposed to George Washington’s accomplishments. As a result, in a recent USA Today poll ranking public opinion about our greatest President, I was saddened to see that big George garnered only 9% of the vote (he was 13 percentage points behind JFK). In my mind, George Washington was a giant – not only in the lore of our country, but in the history of the World. The United States has sufficient tenure and stature to ensure a prominent place in world history, and George was our foundational president. Now, if that is not something to celebrate, let alone remember, I do not know what is. As such, let us shift gears for a moment and examine five leadership qualities that George Washington exhibited to become such an outstanding leader.

1. He turned knowledge into results. As a young man, George Washington was a surveyor. During his tenure, he gained a terrific knowledge of the Virginia terrain. Later, he would leverage this knowledge into strategic use while leading our forces against the enemy during the revolutionary war.

Question: As a leader what are some examples of you turning your best knowledge points into actions and results for your team?

2. He had guts. George Washington led his troops across the Delaware River in a surprise attack against the British. The maneuver was successful and the battle was won. Do I even need to mention his guts and the intestinal fortitude of troops during Valley Forge?
Question: What is a gutsy action you need to make right now, and how will your team win as a result?

3. He was a consensus-maker. The early days of a new nation are fragile. George Washington effectively negotiated with the 13 states, Congress, and our close ally at the time, France in order to cobble together an alliance that achieved victory and stability. 
Question: Are you strategically determining when you need to have a majority of people on board, versus a consensus?

4. He was selfless. After the end of the revolutionary war in 1783, rather than assume power over the new republic, he retired to his home in Mount Vernon. It was only later, in 1789, that Congress called upon him to become our first president.

Question: Are you perceived by your team as making selfless decisions and leading in a “team-first” way?

5. He was humble. Upon becoming President, people began to refer to him as “Your Majesty.” Uncomfortable with the high-and-mighty reference, George Washington suggested using the more low-key, “Mr. President.”

Question: Are you keeping the focus on your people and not on yourself?

In my opinion, George Washington was our greatest president (no disrespect to a tall, lanky guy from the 1860’s). In addition, he was faced with challenges greater than any other president, including our current leader. He is a giant in our country’s history. He is a giant in the world’s history. He is someone to admire and to celebrate. Happy Birthday George!

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address). 

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They say a successful marriage is falling in love with the same person again and again and again. Something similar can be said for leading a successful organization. Having a successful business calls for the organization to reinvent itself again and again and again.

We live in an exciting time. Breakthroughs in science, medicine, physics, and technology happen on a weekly basis. These advances bring complexity and opportunity to our work lives. As leaders, it is our duty to ensure our organization’s relevance despite the changes around us. Maintaining and accelerating relevance is no easy task. There are countless businesses and not-for-profits that remained stagnant for years, and in the process lost their relevance in the marketplace. They failed to reinvent themselves. Which brings me to one of my favorite reinvention stories. And while I am not a fan of the sports team in the story, I truly admire the end result.

In the 1980’s Chuck Daly was tapped on the shoulder to coach the Detroit Pistons. He did fairly well and led the team into the NBA playoffs. In fact, they became the highest scoring team in the league. Year after year, however, they got spanked (a basketball term for not winning) in the playoffs. While still successful by many measures, the team was seemingly underachieving. Chuck Daly grew frustrated and sought to lead his team to a higher level of success. What did he do? He analyzed his team’s situation and potential. In addition, he analyzed the competition and various trends in the league. Finally, he came to two conclusions: 1. Defense wins championships. 2. He needed to transform the Pistons into the best defensive team in the league. He also became obsessed with winning the NBA championship, and not simply making it to the playoffs.

When Coach Daly approached his team about becoming the best defensive team in the league, the players laughed. They all thought he was joking. Their smiles dissipated however, as Chuck’s unwavering, steely stare informed them that he was dead serious. Ultimately, the team reached a consensus and decided they would do whatever it took to become the best defensive team in the league. It took hard work and dedication – those of you who are basketball players know that it takes more energy to play defense than offense. Also, defense is a lot less fun. Soon the Pistons were nowhere near the top of the league in offense. They had, however, become the best defensive team in the game.

What happened to Chuck Daly’s Detroit Pistons? Well, by 1989 they were world champions. In fact, they became back-to-back champions. So what can we learn today that Chuck and his team discovered in the 1980’s? Something exciting really – powerful reinventions can occur with the same leader and the same team! That’s right, the Pistons experienced a dramatic transformation with predominately the same people, and found heightened success.

Just how the heck did big Chuck and the “Bad Boy” Pistons do it? They followed five core principles:

1. They pragmatically analyzed their current situation and created an attainable vision.
2. They communicated effectively.
3. A consensus was reached that created buy-in, commitment, and a sense of excitement.
4. Measures, metrics, and dashboards were crafted in order to track and rank progress.
5. Excellent execution, targeted coaching, and unabashed celebration took place along the way.

Let’s step back for a moment and look at Chuck Daly. He totally reinvented himself in order to lead his team where they needed to go. In other words, he decided that the team did not need a new leader or new players. He decided that the team needed a new direction and perspective. In addition, he was confident that he possessed the kind of vision and skills that were necessary to lead his team to the Promised Land.

It has been my observation that leaders frequently become comfortable and set in their ways with regard to certain leadership styles, techniques, and language. Heck, it makes logical sense. When you hone habits and actions that catapult you to success why not stick with them? By relying on the same winning formula year after year, however, leaders can sometimes become stale or passé. Insightful leaders seek to remain agile. After all, their workforce is constantly changing, their pace of business is quickening, and globalization is altering their competitive and opportunistic landscape. The best leaders engage in continual reinvention as they enhance their winning formula to best fit in a changing world. Reinvention offers an opportunity to remain relevant and effective.

Consider this: In the 20^th century, Penn Central Railroad (once an incredible company) failed. Why did Penn Central fail? Answer: their leaders thought they were in the railroad industry – so that was the only marketplace in which they competed. In reality, they were part of the transportation industry. As such, they should have developed competitive product lines for automobiles, trucks, airlines, and shipping. They did not reinvent even though they had ample opportunity and resources to do so. The result: when the marketplace changed and competition heated up, Penn Central went out of business. Our job in the 21^st century is to not fall into the same complacency trap. In fact, my advice to all organizations is to consider reinventing yourself every two to four years.

How do we avoid Penn Central’s fate? As leaders we can propel our success and lead our teams to greater heights by embracing a five-part approach.

Part I: Analysis, Agility, and Visioning 

Part II: Communication 

Part III: Setting the Course and Creating Buy-In

Part IV: Measures, Metrics, and Structure 

Part V: Execution, Coaching, and Celebration

Bottom Line: In order for an organization to reinvent, its leaders must deepen and broaden their skills to continually elevate overall performance. For life-long learners who desire to grow, it is an exciting prospect filled with limitless opportunity. The team wins, the leader wins, and the marketplace wins!

Until next time, be well.

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

As we enter the New Year, let’s take a look at the trends and actions that will be shaping our behavior as leaders this year.

1. The Millennial Movement. According to demographic trends, the Millennials (born between 1980 – 1999) will make up 50% of the U.S. workforce by 2020. Not only will the Millennials be a majority of the core workforce, but many of them will be in leadership positions. As such, it becomes imperative that professionals are comfortable with Millennials and the perspective they bring to the office. Realize that Millennials will not automatically assume their co-workers are competent. They are “show me” people. As such, leaders need to prove themselves (early and often) with their Millennial co-workers. Also, use multiple channels of communication when communicating with Millennials. To do this, find out how they like to communicate: Email, text, in-person, group chat, etc. If you lead a group of Millennials, keep your meetings short. Research has shown that more than 50% of the time spent in meetings is wasted. Millennials will disengage if they feel their time or skills are being wasted. Therefore, get creative and lead succinct meetings. The Millennial generation brings technology skills, education, and fresh perspective to the workplace. If respected and immediately treated like equals, they can produce amazing results.

2. Moving Groups. Leaders in the Information Age have been lulled into a funk by the ease of email communication. In an effortless moment, a communique to hundreds or thousands of people can be sent. Unfortunately, email communication is not always effective. Yes, our work world requires rapid responses and broad communication, but many leaders are missing important opportunities to connect with their work team using public speaking. When was the last time you held a Town Hall and addressed your entire team? How would you rate your performance? Many leaders are losing their ability to move people in a public forum via the spoken word. Do not let this be part of your leadership legacy. Renew your efforts to be a terrific public speaker. Look for opportunities to address groups of people in person. Move people. Share stories and experiences that touch people and make a difference in their lives. Your chance is waiting for you. Do not pass it up.

3. Cyber Protection. The list of organizations that have been crippled by cyber-attacks continues to grow. Here is the troubling news: Every cyber security expert I talk with states that business security systems are about six months behind the capabilities of the hackers. This means that leaders must implement initiatives to combat this issue. In addition, having a team member who is designated as a cyber security office (CSO) is a good idea. If your organization has cyber insurance you are ahead of the game. If not, you may want to gather information from an attorney or insurance agent who is an expert in this field. Regarding your organization’s business continuation plan, dust that puppy off and make certain it contains a cyber protection section. Most businesses are vulnerable to a cyber-attack. Seek to safeguard your technology systems to the utmost, and have a plan in place to react quickly if something unfortunate happens.

4. Targeted Internal Social Media. My goodness do we have social media options. There are literally hundreds to choose from. While social media can be a distraction and huge time-waster, it can also serve as a means to positively influence an organization and communicate during times of chaos. Consider setting up an internal Twitter as a safety valve in time of emergency. Use a private Facebook Group to build morale within your organization. Also, clearly communicate your organization’s social media policy. In other words, what social media do you encourage, how deeply will your organization be involved, what social media are you going to avoid, and why.

5. Celebration. A leader I know was pondering how his team should celebrate when they achieved certain milestones. While he had some good ideas, he decided to let the team decide. A suggestion box was erected and over a two week period various suggestions were offered. The leadership team selected the five most frequent suggestions and put them to a vote. The winner? (I am not making this up). Navigate a remote controlled fire engine, with sirens blaring, around the entire office. This is how the team wanted to celebrate. And celebrate they did. And it was a great spectacle to behold. It was also the type of bedlam that helped morale soar.
   
   The purpose of my story is to highlight how important it is for leaders to know what moves their people. Leaders should gain clarity on how team members want to celebrate. It may sound trite, but “catch people doing something right.” Cherish the positives. Be a ray of light that shines out of a chaotic workplace. Trust me, your people will respond, and engage.

Bottom Line: What an honor it is to be a leader! Lead by your actions, not merely by your position. Seek to create an environment that allows every generation to flourish in the workplace. Take appropriate precautions regarding potential cyber-attacks. Focus on selected social media that increases team member communication and boosts morale. Speak to your people. Move them. Unlock their potential. Lead to your team to sizzling results in 2016 – you have the power to make it so!

Until next time, be well.

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

Business Communication – 9 Areas for Leaders to Master

Collin Powell once said “Leadership is the art of accomplishing more than the science of management says is possible.” Nowhere is a leader’s art more evident than in his/her ability to communicate. In fact, business communication is the foundation of true leadership. Today we visit nine areas of communication that leaders should keep in the forefront of their minds. 

1. Public Speaking. Great leaders possess the ability to move groups of people. This calls for leaders to conquer their public speaking fears. In addition, it means that leaders must continually elevate their ability to communicate with small and large groups of people. I encourage leaders to embrace the following mindset: “Speaking in front of people is an honor.” As such, it becomes a leader’s duty to put audiences at ease while stimulating them to action with their words. Hone your public speaking skills by using your tone of voice as an instrument, and orchestrate your body language so as to reinforce your message.

2. Presentation Skills. Leaders make countless formal and casual presentations. Unfortunately, most of them are ineffective. Make certain your presentations sizzle. Whether delivering a presentation to a board of directors or simply explaining procedural changes to three people, strive to make your presentations stand out. This calls for preparation and practice – something far too few leaders engage in prior to delivering a presentation. Also remember that PowerPoint is merely an accompaniment. You are the presentation.

3. Effective Meetings. Over the past few years I have surveyed over 3,000 professionals and asked them this question: “What percentage of time that you spend in meetings is useful?” Take a moment and answer that question honestly. What percentage came to your mind? Odds are good that your answer is similar to 99.8% of my respondents – less than 50% of meeting time is useful. In fact, most professionals tell me that only 20% of their meeting time is worthwhile. In fact, only six people out of 3,000 stated that up to 60% of their time spent in meetings was useful.
   
   These results highlight the opportunity for leaders to make meetings a much more effective use of time. Some best practices to consider include preparing a detailed, time-sensitive agenda; starting and ending meetings on time; and using tools such as time-outs and parking lots to keep meetings from being hijacked. Bonus points go out to those leaders who do not simply go through the motions while facilitating a meeting and, instead, make it an engaging group experience.

4. Asking Great Questions. Unless a leader possesses the ability to ask strategic questions, they will never fully understand difficult situations or be able to solicit a team member’s candid opinion. The information unlocked by terrific questions is rich and meaningful. Thus, leaders must be adept at asking conversational versus interrogational questions. Asking great questions gets team members thinking. It also gives the leader an opportunity to sincerely listen.

5. Listening Like Your Life Depended Upon It. The two-ears-to-one-mouth axiom is a good one to remember. Listen about twice as much as you speak. Unfortunately, the stress of duties and deadlines can turn even the best of leaders into a seething interruption and solution-mode machine. There are far too few leaders who, in the throes of a stressful day, are able to focus their full attention on another person and listen completely. The ability to listen fully shows respect for team members, and clearly differentiates a leader from a manager. Seek to continually heighten your ability to listen, and encourage your direct reports to echo your commitment.

6. Paraphrasing. When leaders ask great questions and listen attentively, they position themselves to repeat to the speaker what they just heard. While this sounds easy, it is the most difficult verbal skill to master. Particularly because an effective paraphrase calls for a leader to use different vocabulary from the speaker, and to avoid sharing an uninvited solution. It should be noted that mindlessly “parroting” what the other person said is not paraphrasing. Practicing paraphrasing with your colleagues and executive coach is a great way to continually sharpen this important skill. Additionally, practice helps a leader find their own voice regarding paraphrasing. This authenticity helps the listener feel valued. It also naturally blends an important communication technique into a business conversation.

7. Writing Well. The English language is difficult to master. According to the Global Language Monitor there are over one million words in the English language. In addition, there are a litany of convoluted spelling and grammar rules. Thank goodness for spellcheck and editors. Let’s face it, writing well is a challenge for most people. Thus, leaders must elevate their writing prowess at every turn. Seek to be thorough yet succinct in how you express yourself. Develop a writing style that is professional, but still reflects your personality. Write often and concentrate on correctness. Even if you are constructing an internal memo or adding to your company’s database, practice good writing skills. The more you practice, the quicker you will attain excellence in written business communication.

8. Strategic Email. A colleague, while reflecting on his life, recently said to me: “I didn’t think there would be this much typing.” Funny, but true. Thanks to a seemingly endless barrage of email, our business world contains more and more typing, and it is easy to become casual with our responses. This can lead to correspondence containing spelling and grammar errors. Studies have shown our customers and important internal colleagues view our emails with similar importance to a letter from the U.S. Postal Service. These studies resonate with me. For instance, several weeks ago I received a proposal (via email) from vender with whom I was truly looking forward to doing business. At the beginning of their email they misspelled my name. (Doug – they misspelled Doug.) And they ended the first sentence with a preposition. Immediately I knew I would not do business with them. Why? Because their email reeked of poor quality control! The lesson here is to be maniacal about proof-reading, as well as to tailor your email to your audience. In other words, seek to gain mastery of good email habits.

9. Making Messages Stick. Daniel Goleman once said, “The leader’s singular job is to deliver results!” From a communication standpoint, this means that the receiver of a leader’s message must understand it fully. Making a message stick is easier said than done. It calls for leaders to craft their messages so that they resonate with their team members. In addition, it calls for clever repetition of important messages. In order to enhance and/or change behaviors, human beings require repetition. Therefore, important messages must be delivered multiples times – without sounding like a broken record. In order to achieve this end, consider using multiple communication channels and a variety of presentation styles.

Bottom Line: Mastering business communication is a life-long journey. View your professional growth in this area as essential. Plan your business communication development like you would a scholastic curriculum. And treat your development like a worthy cause. The better a leader communicates, the better his/her team members will perform. In the end, customers and team members alike benefit. All the leader has to do is practice and deliver!

Until next time, be well.

Doug Van Dyke delivers Business Communication Workshops across the United States. He is an executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug deliver a workshop to your organization, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

Thanksgiving is a marvelous time for leaders to reflect outwardly and inwardly on the many things for which they have to be thankful.

First of all, be thankful for your organization. It may have faults - most do, however, whether you are a sole proprietor or work for a Fortune 500 company, odds are good there are many things for which to give thanks. Take a moment and make a list of the top five positives related to your organization. Give thanks for those five items. Be intentional about using your leadership influence to enhance your organization’s strengths going forward.

Be thankful for your customers. Heck, providing excellent service and products to customers is an organization’s reason for existing. This week, review your list of customers. They are people, even though the client name may say ABC Corp. Give thanks for the many professionals who are your customers and who attempt to do their best each day. As you review your customer list, take pause by each name and think about the positives they bring to your organization.

Be thankful for your team members. Some are frustrating, but most are heroes. Savor them. Ponder the positives and the smiles that your co-workers bring to the workplace. Share effective feedback with your people and help them feel valued. Place differences to the side. Rather, give thanks for the sometimes difficult situations that seemingly drive co-workers or groups apart. Ultimately, we grow stronger from experiencing and overcoming workplace challenges. While it is a trite but true acronym for TEAM: “together everyone achieves more.” Share your thanks, directly and in-person, with others in your organization. I will let you in on a secret, your team members are thankful for your leadership. Share a meaningful moment with them this week.

Be thankful for your thirst to learn. The fact that you are reading this newsletter connotes that you are a life-long learner. Give thanks for the fact that you love to grow your skills and enhance your knowledge. It is a terrific trait, and certainly something worthy of giving thanks. Keep on learning. Keep on growing. In fact, I challenge you to make a list of the five areas in which you will grow and learn during 2016. Take time, ponder how you want to raise your bar of excellence. The rest becomes easy. It is merely a matter of execution. Learn and be thankful for this desire.

Be thankful for strategic allies and outside resources. Every organization has people outside of it who provide value. Take time to give thanks for those who refer business to you. Appreciate service providers who help you when you are in a bind. Make a list of the top five people outside of your organization who positively impact your work world. Give them a call or reach out in some way. Let them know you are thankful for their efforts and their acumen.

Be thankful for your family and friends. Take time to make special moments for your significant other this week. My wife, Veronica, is incredible. I am thankful for her support, encouragement, and love. Without wonderful friends and family, leaders can easily become lost. Our family and friends can serve as a compass for us, as well as a foundation. Savor. Give thanks for the many amazing people who are part of your circle of friends and part of your family. Yes, even that family member.

Be thankful for your health and spirituality. We all have differing levels of health. Give thanks for what health you have. Strive to be healthier – in your mind, with your body, in your soul. Savor your spirituality and give thanks mightily during this holiday season.

Be thankful for our/your country. While this newsletter is read by leaders in 17 countries, all of those countries are free and wonderful. Be thankful for your country and what it stands for. Give thanks to the men and women of your nation who sacrifice to keep it free. Realize that we live in a marvelous, exciting time. Be confident in the knowledge that good always trumps evil. Give thanks for your nation!

Be thankful for yourself. Some of you are funny, and all of you like to laugh. Some of you are great thinkers, and all of you contemplate each day. Some of you are creative, and some of you appreciate creativity. However, all of you are unique and talented. Take a moment and look in the mirror. Give thanks for who you are and what you have accomplished. You are a leader. You make positive differences in people’s lives. And you accomplish meaningful things each day. Give yourself a break, and give yourself some thanks.

Bottom Line: Be an incredible leader and give thanks this week. There is much to appreciate. Look around. There is heroism everywhere. Peek through the foggy curtains that are created by stress and tasks, and simply gaze. Then, take pause. And be thankful for your amazing world.

Until next time, be well.

Doug Van Dyke is sincerely thankful for the incredible people and organizations in his world. He is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address). 

Leadership and the Millennial Movement

As leaders, we are in uncharted territory. We are the first leaders in human history faced with leading four generations in the workplace. There are the Traditionalists (age 71+ and still about 2.5% of the workforce), the Baby Boomers (age 51 – 70 and still a majority of the management-ranks in the U.S.), Generation X (age 36 – 50 and the “latchkey kid” generation), and the Millennials (age 16 – 35 and weaned on technology).

The elongated careers of many professionals is a result of medical advances and/or the economic realities associated with the Great Recession. Regardless of cause, the generation bearing the brunt of this career-extension effect is the Millennials. They are competing in a crowded and complex work environment. Yet at 80 million strong, the Millennials are by far the largest generation in the history of the United States. And, they are changing the leadership game.

So what about today’s leadership landscape? What do Baby Boomer leaders need to realize about Millennials? How can Millennials effectively lead Baby Boomers? What about the monkey in the middle – the GenX leaders? Well, here is my advice regarding the different generations of leaders.

Leadership Advice for Baby Boomers Leading Millennials: Understand the Millennial Perspective.
In a world that increasingly relies on technology, Millennials have always known technology and the Internet. They are quick learners who voraciously assimilate information. Millennials value community, family, and creativity in their work. They know they can access any information they want immediately, and they have been taught to question everything. As such, despite your vast amounts of knowledge and experience, you have to prove yourself in their eyes. This is a bitter pill for many boomers. It calls for boomers to use multiple channels of communication, seek to be technologically proficient, and look at performance management from a new perspective. It also calls for boomers to keep their egos in check and open their minds to what they might learn from a younger generation. In the process, a door may open for the Millennials to be receptive to coaching from the Baby Boomers. If you want to avoid the Millennial “job-hopper,” focus on coaching and developing them. As a result, Millennial team members will stay longer, be more productive, and bring a work-life vibe to the workplace that is often quite healthy.

Leadership Advice for Millennials Leading Baby Boomers – Muster Patience.
Few boomers come close to understanding technology to the extent that Millennials demand. In addition, few boomers have the Millennials’ voracious appetite for information and ability to blast through content. So why the heck should Millennials even work with Baby Boomers? Well, boomers bring an outstanding mix of experience, work ethic, and grit to the workplace. Plus, many boomers possess wisdom and intuition that is incredibly valuable. Millennials would be wise to listen to the war stories of their boomer direct reports and peers. In the process, Millennial leaders should employ priority management and delegation constructs that subtly assist boomers in understanding the rationales behind Millennial decision-making.

Leadership Advice for GenXers Faced with Leading Boomers & Millennials: Duck and Cover
No, no, I do not mean head for the hills and run away. Although at times it does sound appealing. Rather, GenX leaders need to cover the gap between two generations that possess different perspectives. In the process, they need to be flexible in storms or calm weather (just like ducks thrive in rain or sunshine). This calls for GenX leaders to be wizards with collaboration tools like working agreements. The working agreement construct seeks to expand communication by gaining clarity on workplace expectations. In addition, GenX leaders must continually create followership that will expand their credibility with Baby Boomers and Millennial team members alike. The result may not be nirvana. However, it may facilitate a workplace camaraderie that would make the United Nations proud.

Bottom Line: Let’s just all get along, shall we? Every generation, just like every individual, brings promise and skills to the table. Look for the best in people and you will find treasure. Know your strengths, and ask others to articulate theirs. Work is simultaneously a long game and a short game. Deliver the best to your team. Be the kind of leader that values the growing diversity of our workplace. There is so much strength. It is right there leaders – staring at you through a fog of misperception.

Until next time, be well.

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, or to have Doug speak at your next event, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

By Doug Van Dyke, Leadership Simplified, www.leadershipsimplified.com

A friend of mine is from Jamaica. One day we were talking about the ebb and flow of the shoreline in Jamaica. From year-to-year the width of Jamaica’s beaches change depending upon the hurricane season. My friend put it this way: “Ya mon, nature giveth and she taketh away.” The stock market is a lot like that – she gives, she takes. In fact, a great number of people worked themselves into a froth over the past week and sold-off their portfolios. Sociologists refer to this as collective behavior – when group dynamics cause individuals to behave irrationally without properly analyzing a situation.

Perhaps you have witnessed collective behavior in your work-world. It typically happens when a business is going through a downturn or a merger/acquisition. A communication outlet for collective behavior is the grapevine (i.e., gossip). It is the leader’s responsibility to minimize the grapevine and its negative effects. In fact, it is during times of panic that the true colors of leadership are shown. Some leaders shrink from the limelight, while others increase their visibility.

During a merger or business downturn there are typically an array of unknowns. Many leaders grow nervous when there are unknowns because they cannot see clearly. As a result, they limit their communications. Good leaders know that the future is rarely crystal-clear. During foggy, panicky times, leaders would be well-served to embrace a quote by Zig Ziglar: “Go as far as you can see; when you get there, you'll be able to see farther.” In other words, helping people through panicked times is a leadership process. There will not be absolute clarity. Thus, leading in turbulent times calls for leaders to break things down into manageable chucks. It also calls for excellent communication.

Many leaders “clam up” (official consulting term) when they do not know all the answers. While these leaders search for answers, which will take time, their direct reports thirst for information. Since communication from their leader has gone dark, the mighty grapevine emerges. Filled with misinformation and conspiracy-theory, the grapevine crushes productivity. In addition, when employees do not hear anything from their leaders, they assume the worst.

The alternative to “going dark” is for leaders to increase their level of communication during tumultuous times. This calls for leaders to admit that there are some things they do not know – a tall order for some. Leadership does not mean that we always possess all the answers. Rather, leadership means that we will authentically communicate with our people and confidently lead them in the most positive direction possible. It is okay to tell our direct reports that we do not know something. Ultimately, we will know more. In addition, you do not have to promise that everything will be okay. All we have to state is that we will remain in integrity and communicate on the journey. The more leaders communicate, the better team members will be able to focus on the job at hand.

Going back to the stock market for a moment, Warren Buffet, a man who has done rather well with investments, often says: “I try to buy when everyone else is selling, and sell when everyone else is buying.” Easy advice to understand, yet very difficult to execute. The challenge with the execution is that it flies in the face of collective behavior. In other words, it takes discipline, patience, and confidence to lead and grow during a tumultuous time. Remember, when team members are engaging in collective behavior, leaders need to demonstrate patience, discipline, and above all, confidence.  

Bottom Line: During times of panic, use every ounce of your self-control to stay calm. Communicate frequently. Tell people what you know, and be authentic about what you don’t. When sharing direction, do it decisively. And remind people that their behavior will influence the outcome of the current situation.

Until next time, be well.        

Doug Van Dyke loves the beaches in Jamaica, as well as the advice of Zig Ziglar and Warren Buffet. He is also a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© 2015 Leadership Simplified. All rights reserved.

By Doug Van Dyke, Leadership Simplified, www.leadershipsimplified.com 

“Ticking away the moments that make up a dull day. You fritter and waste your hours in an offhand way.”

Time. Every professional wants more of it, yet we cannot buy the stuff. Instead, we have to manufacture time. This thirst to free up time for higher and better tasks has spawned countless books and time management programs. Heck, we deliver multiple time management training and coaching sessions every month. (Yes, that was a shameless plug.) The trap that most professionals fall into is they jump-start a new time management system without properly preparing for the leap. These professionals are enthusiastic in the beginning, however, they often experience the sting of failure when they revert to earlier behavior and abandon “proven” time management tools. So what gives? Are we destined to be inefficient, mired in our wasteful habits acquired over the years? Maybe, yet many professionals have never properly prepared for implementing time management tools. Remember: “Luck favors the prepared.”

Prior to implementing newly acquired time management tools, I recommend professionals prepare themselves by gaining clarity in three areas. Only once you are crystal in these areas can you truly leverage the time management tools that will lift work performance, reduce your stress, and give you a fair chance at work-life balance.

The three areas are core values, your ability to be decisive, and strategic allocation of time. We begin what is truly meaningful in your world.

Values (Personal & Work)

It is important that a professional gain clarity on what "moves" them. What I mean here is seek to identify the top items in your life that you truly value (i.e., family, work, spiritual, health, travel, etc.). There is no right or wrong number regarding the items that you list. What is imperative is that they are authentic, and that they are specific. In other words, what aspects of the items you list hold the greatest appeal to you? Once a list of specifics is created, it will become much easier to focus on targeted actions and behaviors.

Decisiveness

The best performing professionals I know are decisive. Please note that I did not say “always correct.” We all make mistakes, even the decisive. The advantage is that decisive people waste little time dawdling, and they fix mistakes quicker. They may seek input from others, but when decision-time arrives they make one – and stick to their guns. Many professionals waste an incredible amount of time over-analyzing or agonizing over a decision. Be decisive. Head in a direction. Now, I am not recommending that a hasty decision is made. Also, no decision is sometimes the best decision. What I am recommending is that professionals seek to be decisive and then do not second guess themselves. 

Strategic Allocation

Once a professional is clear on what they truly value and they commit to being decisive, the game of allocating time becomes easy. In other words, if you are not spending your time on an action that directly relates to one of your personal values, you are either wasting time or procrastinating. Focus your efforts on actions that deliver results and enhance the things in your work and personal life that you value.

Bottom Line: In a fast-paced world where expectations are high, the ability to properly manage time is a quintessential ability. Are there systems, tools, and techniques that you can employ to help better manage your time? You betcha. First however, pave the way for effective time-use by preparing. Get clear on your work and personal values. Make timely decisions and stick to them. Be strategic regarding your actions and behavior. Steve Jobs once said: “We have a limited amount of time in this world. Make certain you live your life and not somebody else’s.” Take charge of your time, my friends. And live your life boldly as a result.    

Doug Van Dyke is a huge Pink Floyd & Roger Waters fan. He is also passionate about time management, leadership consulting, executive coaching, and strategic planning. To learn more about leadership development programs, coaching and consulting services, email .(JavaScript must be enabled to view this email address) or visit www.leadershipsimplified.com. 

© 2015 Leadership Simplified. All rights reserved.

My family and I just returned from a fascinating trip to New Zealand. In addition to viewing breathtaking landscapes and Hobbiton (yes, the Shire from Lord of The Rings), we met and learned about a Polynesian race known as the Maori people. While the Maori (pronounced May-or-ree) of New Zealand did not experience the fate of the American Indian or Australian Aboriginals, they did engage in battles with the Europeans who settled New Zealand in the mid-1800s. Through the use of savvy negotiation skills, the Maori were able to leverage and maintain control of their most sacred lands. As a result, they have been able to enjoy the fruits of a magical land for over 150 years. In fact, we were able to visit several of their sacred places and learn about their history and culture. We were treated to a demonstration of how the Maori have adapted to modern life, while staying grounded in their beliefs and customs. The same elements that have allowed the Maori to be successful and sustain their culture for a long period of time can be employed by leaders everywhere. There are five key areas to keep in mind.  

Focus on Cultural Preservation. The Maori knew that technological innovations could easily overshadow their cultural identity. Collectively, they made the conscious decision to embrace modern conveniences that would make them relevant participants in modern society. Simultaneously, they maintained a strong focus on their cultural identity. For example, the Maori language is still taught in their school system. Also, since they continue to live on their sacred lands, they practice spiritual and social customs that are passed down from generation-to-generation.

Lesson for Leaders: Realize that changes in technology, location, telecommuting, and globalization will change your team’s work-world. Focus on maintaining the elements of your workplace culture that differentiate you from the competition and are part of your winning formula.

Critical-Thinking. As the Maori learned about the modern world they asked many questions. By using the critical-thinking method of asking questions, listening, and assessing the information, the Maori were able to build a strategy that helped them to move forward and integrate with a broader society while still maintaining their distinctive identity.

Lesson for Leaders: While many people would refer to this segment as being strategic, it is important to realize that good strategies begin with excellent critical thinking. We do not live in a rote memorization world. We live in a fluid, rapidly changing environment. If you and your team are not thinking critically, there are an abundance of opportunities (or hazards) that you are missing.

Style. Every culture has its own style, and the Maori are no exception. They showcased apparel, actions, and behaviors that were unique and engaging. For example, on a cool evening (keep in mind, it was their winter) they wore shawls made of bird feathers, showed amazing dexterity with spears and ropes, and made facial expressions that were, well, downright strange and memorable.

Lesson for Leaders: There are six major styles of leadership. Do not be a one-dimensional leader and manage solely based on your personality. Analyze the situations with which you are faced and adjust your leadership style to mesh with the personality of your team members. Be strategic, be nimble, and in the process, be consistent with your leadership intentions.    

Preparation & Execution. The cultural presentation we were treated to was exceptional. During a nighttime, torch-lit spectacle, the Maori demonstrated how their ancient customs and war rituals have been modified into modern games and dances. In the process, the Maori people preserve costumes and ancient movements by modifying them for today’s lifestyle. Prior to each evening’s demonstration, the Maori people engage in hours of preparation and practice. They are perfectionists, and it shows.

Lesson for Leaders: Be maniacal about preparation. Hall of Fame coach Bear Bryant put it this way: "It's not the will to win that matters – everyone has that. It's the will to prepare to win that matters." In other words, make certain your team has a “prepare to win” mindset. During the many demonstrations and talks we experienced, we did not observe one major error, slip of the tongue, or miscue from the Maori people. Amazing. Their execution was flawless. While excellent execution takes effort, the results can lead to impressed customers and an overriding air of quality. In addition, the delivery of world-class execution enhances the bottom line, increases team morale, and reduces error rates.

Focus on Others. As we walked from demonstration to demonstration, the Maori’s helped us feel like valued guests. In between presentations, we were led, not rushed or ushered. We were addressed as equals not interlopers. The Maori people attempted to educate us on their customs without appearing condescending or bitter. Their focus was on us, and that quality helped us to focus on their message.

Lesson for Leaders: Leadership is not for the selfish. In fact, Colin Powell often talks about the sacrifices that we make once we become leaders (i.e., the ability to slam our door, choose favorites, be one of the crowd, be moody, etc.). Clearly, good leaders have a knack for keeping the focus on others. The result can be a team that better embraces the culture that is nurtured by the selfless leader.

Bottom Line:

As our final evening with the Maori came to a close, their Chief shared these words: “Over the decades we have modified 80% of our culture to fit into the modern and changing world. There is 20% of our culture that we cannot and will not change. It is our identity and what sets us apart. We do not ask for the world to cater to our world, we only ask that you meet us 20% of the way.”

It is important that you, the leader, know the true culture of your organization. Help your organization to adapt to an ever changing work-world. In the process, preserve the kernels that make your organization special. Put forth practices that celebrate and sustain your corporate culture. Encourage communication that passes cultural norms from seasoned team member to newer team member. This is your main job. Leaders are the keepers of the culture. Leaders impact culture®!

Recently, I attended a piano recital showcasing children ranging in age from six to twelve. On the surface this event does not call out as a compelling evening. Oh contraire. During a fast-paced 45-minute program, the performance of 15 youths riveted the audience and held us spellbound. The program culminated with a 12-year-old’s performance of a complicated arrangement from the movie The Piano. The beauty and passion that she poured into the piece left many audience members in tears – it was a tingly moment.

This is supposed to be a piece on leadership, so why do I wax poetic about a piano recital? The answer: I want to highlight that the future is in good hands. In addition, I want to drive home the point that leadership does not begin when someone is appointed a manager or team lead or starts a business sometime in their mid-twenties or thirties. Leadership starts young! Returning to the recital for instance, prior to playing, each participant stood in front of roughly 50 adults and announced their name and their selection of music. Without exception, each youth exhibited poise and fine public speaking skills. Then, they executed beautifully – under a fair amount of pressure. 

What outstanding traits did the audience witness brimming from these successful youths? They ranged far and wide. Let’s take a look at a quick cross-section and then address what lessons are applicable to the adult world of leadership.

Practice. Nine-year-olds do not just sit down at a piano and hammer out a Beethoven sonata. Excellence always requires practice. And during the recital the amount of practice that the participants had engaged in became quite obvious. 

Lesson for Leaders: Leadership is an art. Is it obvious to your team members that you practice your craft? The people we lead change over time, and certainly the marketplace is fluid. Leaders must consciously practice their craft. Engage in executive coaching. Then, practice new methods and weave them into your current winning formula.

Perseverance. Something I noticed at the recital was, without exception, when a mistake was made, the performer was undeterred. They remained focused, made necessary corrections, and played on – to a beautiful end. 

Lesson for Leaders: For many leaders, now is gut-check time. Showing strong, unwavering leadership during tumultuous change or challenging times illustrates commitment (and a fair amount of stubbornness). Perseverance in the face of many hurdles also tends to elevate long-term team loyalty.  

Ability. Clearly each student who played at the recital possessed a fair amount of ability. Their performances also brought to mind a marriage of talent, lessons, and practice. 
Lesson for Leaders: Many excellent leaders have ability in spades. The fact is, most people are not promoted to leadership positions unless they are perceived to have the necessary ability to take on the responsibility of leadership. The problem that frequently occurs in today’s fast-paced world is that leaders forget about the necessary companion of ability: Training. To be more specific, the act of acquiring leadership tools and techniques that enable the transformation of raw talent into results-driven execution. The coupling of ability with targeted management training can lead to wonderful music with a measureable ROI.

Zest. Each participant at the recital possessed unbridled enthusiasm. In addition, they had pure intentions and high ideals. They were in attendance to celebrate music and learning. 
Lesson for Leaders: If you are not enthusiastic about your organization, its success, and driving it toward a bright future, no one will be. Take a puppy pill and get happy. You know what I mean, show exuberance, even for every day stuff. Do not be pie in the sky happy – be pragmatic – but, darn it all, get pumped up about victories of any kind. Team members will follow your lead.

Bottom Line: We can learn leadership from the young – the very young. This fact is not lost on most of you. The fact that you are reading these words reinforces that you are always looking to glean pearls that you can polish to fit your world. Bravo! Be a student of life. And along that marvelous journey take special note of the actions of youngsters. Leadership starts young – and unlike our bodies, it never stops growing.

Doug Van Dyke offers Leadership Development Programs for young people, not so young people, new leaders, and experienced leaders. Visit www.leadershipsimplified.com.

By Doug Van Dyke, Sales Simplified, www.leadershipsimplified.com

One of our most popular keynote programs these days is how to sell products and services to Millennials. Our youngest generation in the workplace can be a confounding mystery to their older brethren. Yet at 80 million strong, the purchasing power of the Millennial generation cannot be ignored. As such, savvy sales professionals and business leaders are gathering information and educating themselves on techniques to effectively sell to Millennials.   

If you think about it, we are the first sales leaders in history that have faced selling to four generations in the marketplace: Traditionalists, Baby Boomers, Generation X, and Millennials. Each of these generations sees the marketplace from a different vantage point, having been shaped by the events and trends that occurred during their upbringing.

Take a look at the table below:

Source: U.S. Census.

There are 75 million Traditionalists. In fact, they still make up 2.5% of the workforce. The Traditionalists began working at whatever age it became necessary. Some at age 7, others no later than age 18. They believe that you are grown up when you need to be responsible. In other words, you reached adulthood when you were younger than 18 years old. Traditionalists have a strong work-ethic and do not waste anything! Many of them were active in the military and became used to a hierarchical system. They passed down their acceptance of a hierarchical system to their children – the Baby Boomers. The events that significantly influenced Traditionalists were The Great Depression and World War II.

There are 76 million people who comprise the Baby Boomer generation. They are the children of Traditionalists. In turn, the Millennials are their children. Baby Boomers were brought up to take care of others. They believe you are grown up at age 18. On average, Boomers will hold three to five jobs during their lifetime. Currently, the bulk of buyers in the marketplace are Baby Boomers, but that fact is shifting rapidly toward the Millennials. Baby Boomers are very competitive. This is because they were the first generation that had to compete for a job with another generation. Prior to the Traditionalists, one generation would simply replace the next in the workplace/marketplace. Baby Boomers often define themselves by their jobs. They love to work and when they retire they become consultants. The economic advances and innovations of the Baby Boomers rapidly propelled the economy forward. The Boomers, however, are a split generation. Half of the Baby Boomers are influenced by Woodstock (i.e., peace & love), while the other half is influenced by the Vietnam War and the assassination of the Kennedys (i.e., roles & responsibility).

There are only 49 million men and women who comprise Generation X. In other words, they are not a replacement generation for the Baby Boomers. Gen Xers believe you are grown up when you complete your education (i.e., approximately 22 years old).  They are tracking to hold six to eleven jobs during their lifetime. Generation X were the “latchkey kids.” Both parents worked and no daycare was available, so they were on their own a lot and had to entertain themselves. The shift to technology occurred during their childhood. Tele-commuting was created as they entered the workplace. Generation X are frequently independent performers who want to do their own thing.

Last, but certainly not least we have the Millennials. Many events have helped to shape the Millennials: The Gulf War, Columbine, Y2K, the .com Bust, 9/11, the Wall Street Meltdown, Bin Ladin. Is it any wonder the Millennials like security? Yet, they are a very impatient bunch.

According to the Council of Economic Advisers, Millennials are now the largest, most diverse generation in the U.S. population. There are 80 million Millennials, and 15% of them aged 20 to 34 were born in a foreign country. Millennials have been shaped by technology. In fact, this generation has always known technology and the Internet. Their birth presents were cell phones, for goodness sake. Millennials are also the first generation that can actually multi-task. As such, they are quick learners who voraciously assimilate information. Millennials value community, family, and creativity in their work. They are greatly influenced by their parents who were loving, sheltering, pressured them to learn, and nurtured a close relationship. In fact, the average Millennial receives $423 per month from their parents – whether they are employed or not. Millennials are also influenced by their peers, whom they are in contact with frequently via various social media and electronic means. Millennials believe that you are grown up at age 30. They are tracking to hold between 15 and 30 jobs during their lifetime. They are decisive, good problem-solvers, and like to work and have fun at the same time. Millennials are the most entrepreneurial generation since the Traditionalists. And, they do not automatically respect authority. Millennials know they can access any information they want immediately, and they have been taught to question everything. More Millennials have a college degree than any other generation of young adults. By 2013, 47% of 25 to 34 year-olds had received a postsecondary degree. Despite their great education, Millennials have faced substantial challenges in entering the workforce during the most pronounced downturn since the Great Depression. As a result, Millennials are less likely to be homeowners than young adults in previous generations. Also, many college-educated Millennials have moved into urban areas in greater numbers than their less educated peers.

With regard to what Millennials want in a home, it mirrors what most of us want: Location, location, location. Millennials like to be near everything. They want to live where they work, and not endure long commutes. With regard to financial considerations, Millennials are more likely to let financial reasons influence their choice of a home, as opposed to selecting the right size. According to the National Association of Home Builders (NAHB), most choose a home that is financially comfortable and is within their budget and means. Many Millennials do not have the money for a down payment, so they use unconventional zero-down mortgages. In some instances the Millennials are not the main decision-maker since their parents are co-signing or taking out the loan in their name. NAHB states that many Millennials want to buy an existing home and fix it up. Also, Millennials tend to buy homes that are smaller, older and less expensive than homes bought by older generations. They tend to prefer 2,000 square feet of living space or less, nothing fancy or sprawling, and a maximum price range in the $200,000s.

When making purchasing decisions, Millennials use technology much more than previous generations. They read and research everything. It is as though they have a symbiotic relationship with Google. They set up ticklers and auto-alerts. They also like infographics, photos, and video. That being said, the Millennials I interviewed for this newsletter stated they leverage their connections when making purchasing decisions. It is not uncommon for Millennials to shop for six to eight months before making major purchases.

So, how do we sell to Millennials? First of all, gain knowledge of their perception of your credibility. One way to increase your perceived credibility is to focus on what they want in a sales professional. The Millennials I interviewed repeatedly echoed: “I want my sales professional to understand where I am coming from. Do not use a cookie cutter approach. Personalize.” As such, sales professionals need to demonstrate insightful functionality. Differentiate yourself by being consultative, relationship-oriented, and willing to listen. Confirm your understanding of their needs and customize solutions.

Another strategy to consider when selling to Millennials is to appeal to their entrepreneurial orientation and technology acumen. Many Millennials stated: “Provide us with tools and information. We can research online, create what we want, and ask questions if necessary.” For example, those Millennials looking to purchase a house often use resources such as Houzz.com. The website provides an online platform for home remodeling and design.  

Use smart communication. Advanced sales techniques such as reversing and paraphrasing are essential when working with Millennials. It is imperative that sales professionals help Millennials feel understood, while also moving the sales process forward in a non-threatening way. Also, use the means of communication that is favored by Millennials. Yes, this may include lots of text messaging. And for goodness sake, do not ask them to send you a fax.

Bottom Line: From a population standpoint, Millennials are the largest generation in the history of the United States. Their collective purchasing power is enormous and it will do nothing but grow over the next 30 years. Savvy sales professionals are paying attention to the needs and preferences of Millennials. High-performing sales professionals are adjusting their communication style, as well as getting more comfortable with a variety of technologies and different viewpoints. The Millennials are not fickle. They can be loyal consumers. Value them. Respect them. Have fun with them. And enjoy the ride – it is going to be long one!   

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, sales trainer, and strategic planner. To have Doug speak to your group, or to learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© 2015 Leadership Simplified. All rights reserved.

By Doug Van Dyke, Leadership Simplified, www.leadershipsimplified.com

The latest buzz-phrase in the leadership world is “thought leader.” Leadership gurus are all jockeying for Internet space in an attempt to corner the market on thought-leadership. Managers are being advised to be thought leaders without any guidance or definition behind the request. So, without further ado, I will share a definition and throw my hat in the ring in an effort to add clarity to a foggy issue. Thought Leadership is moving the hearts and minds of the people you influence in such a profound manner that their actions and behaviors follow the direction you recommend. Superb leaders deliver great and positive impact to the organizations they influence. And it starts with the kind of thought-leadership that the person at the top puts forth.

A strong thought-leader is Duke basketball coach Mike Krzyzewski or Coach K – who last week notched his 1,000^th career victory. This is an NCAA men’s basketball record. Whether you are a Duke fan or not (and I know many of you are in the “not” category) and even if you do not like sports analogies, there is much to learn from what propelled Coach K to 1,000 wins.

On the night that Coach K was sealing his milestone victory I was, ironically, in an audience listening to Christian Laettner, who played for Coach K. Christian is a Duke Basketball legend who was in Florida to conduct a youth basketball camp and help fundraise for non-profits. During his talk, Christian Laettner spoke passionately about the reasons why the Duke basketball team wins so frequently. According to Christian, Coach K’s thought-leadership lies at the center of Duke’s winning ways.

Christian stated that a big part of Coach K’s winning formula is his ability to “break the big plays into little, manageable pieces.” He told a story about an end-of-game play that called for one player to throw the ball the length of the court, another player to catch the ball, and then Christian to shoot the ball. The only thing each player needed to focus on was their small piece of the greater whole. In other words, the players could laser-in on a routine action, as opposed to stressing out about scoring a basket in two seconds. Coach K’s ability to dissect the complex and transform it into the simple enabled his team to prepare in a logical manner. In the process, Coach K provided a methodical approach to preparing the team for intense pressure situations. Christian stated that Coach K did a masterful job of creating a culture of preparation. Not only did the team follow the ideas and practices that Coach K instilled, it helped them to achieve many great victories. Alabama’s Bear Bryant, another great coach, summed it up this way: "It's not the will to win that matters - everyone has that. It's the will to prepare to win that matters."

As leaders, we have to be mindful that preparation leads to perfection. As such, there are a bevy of questions that we should ask ourselves:

• Are we, and our team, adequately prepared for pressure situations and engaging in difficult conversations?
• Does our organization have adequate financial resources?
• Have we developed our own leadership skills, as well as the skills of our team members?
• Are we preparing and communicating messages that are consistent with our core values, and that possess stickability for the recipient? 
• Have we laid the groundwork to enable our organizational priorities to be realized?  
• Are we helping to break down the complex into smaller, manageable pieces? 

During his talk, Christian Laettner highlighted the kind of expectations that Coach K held for his players. As a team, of course, they were expected to win. However, in order to orchestrate team victories, Coach K held different expectations for different players in order to maximize individual performance. Coach K knew who he could challenge and stretch, as well as who he needed to nurture. As leaders, are we expecting the highest performance possible from team members – within the limits of their capabilities? And are we making certain that expectations have been individually shared in a manner that resonates with each team member?  

Confidence. Christian Laettner talked about both the confidence that Coach K possessed personally and the collective confidence his Duke basketball team possessed. Where does confidence lead? Frankly, a well-prepared and confident team possesses the collective mindset to know that they will win, despite an unfavorable climate. Think of your organization. Any team can be confident in a favorable environment. However, some teams deteriorate into disarray when storms arise and market conditions change. A well-prepared team will expect to win no matter what challenges they face. This does not mean that their collective road will be rosy or that they will not experience fear. Instead, it means that the confident leader and team will emerge from major challenges intact and possessing positive momentum. Henry Ford said “If you think you can do a thing, or you think you can’t do a thing, you’re right.” Preparation leads to confidence. Thoughtful leaders prepare people to expect to win.

Bottom Line: Thought leadership sets the tone for winning. A focused leader helps their team properly prepare. As the team thoroughly prepares (for both the known and for the possible), it positions itself for world-class performance. This builds confidence that will meet high expectations: The kind of expectations that will be delivered by a confident team led by a thoughtful, superb leader.  

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© 2015 Leadership Simplified. All rights reserved.

By Doug Van Dyke, Leadership Simplified, www.leadershipsimplified.com

Racquetball is one of my favorite games. Four walls and a ceiling, two players armed with racquets, and a lively blue ball. It sounds so simple. On the surface, it is a simple game that can be learned in five minutes. Within fifteen minutes someone can be introduced to the game of racquetball and be playing and having fun. Nice. As one advances in the game, however, it becomes clear that the game is not so simple. The ball is meant to be hit low, and fast, and it frequently caroms off walls at confounding angles. Players have to react quickly, while simultaneously attempting to hit a winner or keep the ball in play. The points move at a rapid-fire pace and if one is not paying attention, it can be over in a blink. All this is coupled with lots of effort, running, and perspiration.

Sometimes due to the angle and velocity of the ball it makes more sense to hit a shot into the side wall, as opposed to the front wall. This angles the ball towards the opposite side wall before hitting the front wall for a winning shot. I call this “going with the shot.” It would be nice if every shot could be directed at the front wall in a nice linear fashion, but players must deal with non-linear situations and respond accordingly. Racquetball is a wicked game in which a variety of shot options present themselves during each stroke. If this sounds complicated, it is. Especially considering that split-second decisions are being made in real-time with the game on the line. Tennis players can sometimes have a tough time with racquetball. Tennis is more of a linear game, so tennis players often attempt to hit every racquetball shot directly at the front wall. They do not go with the shot by using the side walls, the ceiling, and the back wall as shot options. 

Business and leadership are a lot like racquetball – they are non-linear. Leaders are continually presented with challenges that can be solved in many ways. It is the charge of the leader to consistently confront challenges and solve problems in the best way possible. Many managers think in a linear fashion. They develop a winning formula and ask for help when their formula does not work for a given situation. Leaders on the other hand go with the shot. They see the business landscape in a less linear fashion. They are continuously thinking strategically and often apply lessons from seemingly unrelated situations to deal with challenges. 

Effective leaders, like good racquetball players, are constantly on their toes. They are alert. They pounce on opportunities. They attempt to control the game. When they cannot, they let the game of work take shape – reacting as necessary. When there is chaos or rapid change, great leaders take over, put their team on their back, and lead them to where they need to go.

In my opinion, racquetball is one of the best games on the planet. And effective leadership is a noble achievement. No matter what type of team you are leading, nor what type of industry you are in, go with the shot. Think in a non-linear fashion. Take stock of the many leadership tools and techniques you have amassed during your career. Apply those leadership weapons in strategic and creative ways. Be in the shadows when it is appropriate, and boldly step to the forefront when it matters. Go with the shot by ethically doing whatever it takes to win. Lead creatively when your team is presented with difficult situations. The journey on which you lead your team will never be the exact path you expected. It too will be non-linear. Use your skills to the best of your ability. Ensure that the results will be glorious. Make certain that the final result will be……victory!      

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© 2015 Leadership Simplified. All rights reserved.

By Doug Van Dyke, Leadership Simplified, www.leadershipsimplified.com

Karl liked to joke around. He was also a leader. He worked for a distribution company for 10 years and was made a leader at the start of the new year. He had a team of 15 people and prior to his leadership role he was a part of the core team. Karl realized that moving from a team member to a team leader is a difficult leadership challenge. What Karl did not realize was that moving a reputation from one of being a comedian to one of being a respected leader is even more challenging. Karl learned this first-hand with disappointing results.

Once Karl moved into his leadership role, his antics did not stop. In fact, he elevated the amount of humorous emails he sent to his team. His efforts to continue to be one of the crowd backfired. Rather than build leadership rapport with his team, he eroded his email credibility within the organization. When he did attempt to send an important message or to discipline poor performance, no one took him seriously.

Karl came to realize that a leader’s effectiveness is directly related to establishing and maintaining a positive reputation in the organization. Karl also came to understand that building leadership cache and minimizing damage to one’s reputation is of paramount importance.

In a last ditch attempt to win the respect and followership of his team, Karl stopped joking around entirely. His actions, however, were too late. His team was out of control and the organization replaced Karl. He was offered a non-leadership position, but Karl was determined to become a successful leader. He located an opportunity at a different company that needed a leader for a seven-person department. Karl decided to leave his long-time employer and moved to a different city as a result.

Karl is optimistic about his the future because of several leadership lessons he learned.  

1. Be Smart About Humor. Everyone likes to laugh, but not everyone will follow a funny leader. Seek to have the vast majority of your reputation be based on your skills, actions, and accomplishments, not on your likeability.

2. Stay in Integrity. Set an example for your direct reports by doing what you say you are going to do. If you keep your promises on important initiatives, your team members will do the same. This also contributes to a healthy culture in your department. Stay in integrity on little things as well: Start meetings on time, hold people accountable, finish what you start, and end meetings on time. 

3. Be Predictable. There is an old movie called The Three Faces of Eve. It is a fascinating account of someone with multiple personality disorder. In the story, Eve creates chaos and confusion because of her unpredictability. Do not let unpredictability be one of your key leadership traits. It will create a culture of chaos. Instead, seek to lead in a consistent, predictable manner. Consistency is king. In fact, methodical leadership will set a pattern for team members to emulate. The team will find comfort in leadership consistency, which will increase productivity and reduce workplace conflicts.  

4. Help Others Achieve More. Helping others sounds so commonsensical and easy. Yet, effectively coaching and developing team members can be challenging and complicated. One of the most challenging aspects of coaching team members is making time to meet with everyone. Effective coaching calls for leaders to have excellent time management skills. Also, leaders have to be strategic as they map out individual development plans.

5. Communicate Clearly. A workplace reputation can be built or destroyed by the skillful use of the written and spoken word. Do not damage your professional email cache by sending meaningless jokes that make people laugh in the moment. In addition, the quick, targeted, and sincere apology is a hallmark of a skillful leader.

6. Quickly Manage Conflicts. Do not try to make light of or avoid problems in the workplace. Good leaders realize that interpersonal challenges are a normal part of human interaction, and they establish a process for delivering and engaging in difficult conversations. In addition, seek to embrace proven formulas for problem-solving. These tools and techniques will not automatically eliminate challenges, but they help drive prompt action that will minimize carnage and lost productivity.  

7. Skillfully Speak in Public. Effective leaders do not have to be the best orators in the world. However, they must be able to move groups of people to action with the presentations they deliver. Three simple rules can help any leader to be a better speaker: Practice (a lot), use vocal variety, and do not subject the audience to PowerPoint hell. The acid test is that people actually look forward to hearing you speak publicly.    

There are many ways leaders can build a positive reputation and create followership in the process. Karl learned many lessons during his short leadership journey. I have confidence that he will find success in his new position. 

Bottom Line: Leaders with solid reputations get things done. A positive reputation means that the leader makes good on their promises and holds others accountable to do the same. A solid reputation is built by consistently having clear communication, resolving conflicts, helping others to grow, and delivering effective presentations. What is your reputation in the workplace? Are you focused on growing a positive reputation and minimizing your reputational risk? Chances are good that you are rock solid! Now go accomplish more than others thought was possible, and avoid career pitfalls in the process. Ah, your legend grows……

Until next time, be well. 

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© 2014 Leadership Simplified. All rights reserved.

By Doug Van Dyke, Leadership Simplified, www.leadershipsimplified.com 

Carol and Bob own a business. It is doing well, yet they face many challenges. As their business nears the end of the year, they are beginning to plan for next year. They have created an action plan regarding expanding revenues. In addition, they have taken a sharp pen (in some cases a machete) to cut their costs and expenses. They also have thought to themselves: “We need to do more; what are the intangibles?” Good thinking by Carol and Bob, because it is often the intangibles that makes a business distinctive. Did you notice that word – distinctive? It is used with purpose, because we need to do more than differentiate our organizations from our competitors. We must be distinctive. Webster’s defines distinctive as: “Creating a clear and unmistakable impression.” So as leaders, what actions (i.e., intangibles) can we begin to execute that will make us distinctive and carry positive momentum into the next year? Luckily, there are five listed below.

1.  Crush the grapevine. When times are hectic or chaotic people often gossip like crazy. Mitigate the negative impact of the grapevine by communicating frequently with your team members. Tip: during your communications seek to dispel erroneous rumors that are flying around the grapevine. This action helps to discredit the grapevine, as well as those who propagate its content. 

2.  Huddle up. Let people know (in real time) what twists and turns are going on within the organization. Morning huddles are a great way to quickly get information out to your people on a regular basis. Mid-week email communiqués are also a nice way to keep people apprised of the good, the bad, and the ugly.

3.  Grow skills. Many organizations these days have to do more with less. The only way to effectively accomplish this is to make certain your team members are constantly beefing up their skills and fine-tuning best practices. Training and development has never been more important. Seek to identify two skill sets that each team member could enhance. In addition, let your top performers know they are valued by creating a formal plan to grow their skills. 

4.  Maximize brainpower. You have an abundance of talent and ideas on your team. Much of it is unrealized. Purposefully and formally tap into the ideas and talent of your team members via formal brainstorming sessions. Here are a few quick tips regarding brainstorming sessions.

• Define the purpose or subject matter
• Treat every idea like a great idea
• Keep your opinions on the sidelines
• Resist the urge to go immediately into solution mode
• Encourage and support involvement
• Vote for top ideas
• Flesh it out (i.e., dig deeper on the best ideas)
• Summarize the outcomes 

5.  Keep chins up (yours and your team’s). Be realistic about events and happenings impacting your business, yet maintain a sense of positivism regarding potential outcomes. While leaders cannot motivate people - in my opinion motivation comes from within - they can uplift morale by carrying themselves in a confident manner. Hopefully your business is thriving. Good. No matter what your situation, use positive body language, an energetic tone of voice, and sincere eye contact to continually lift the morale of your team members. 

Bonus tip: Celebrate like crazy. Be a hawk for good things happening in your workplace and celebrate the heck out of the great accomplishments that your team members deliver.  

Well folks, there you have it: the tale of Carol and Bob, as well as a handful of actions that can make you a distinctive leader. It is always an honor to connect with you – many thanks for a great year so far. Let’s all be distinctive in the months and years to come!

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© Leadership Simplified. All rights reserved.

By Doug Van Dyke, Leadership Simplified, www.leadershipsimplified.com

One of the most frequent questions I am asked is: “How can I motivate my employees?” There is no simple answer to this question. Especially since motivation comes from inside us. Therefore, what I believe leaders are really asking is: “What actions can I take and what environment can I create that will unleash my team’s potential and create positive energy?” Now, that is a question to which I have many suggestions. Ten of them, as a matter of fact.   

1. Expect a lot. The best leaders I know have very high expectations for team members. They expect them to work smart, get along with their colleagues, and produce world-class results. High performing team members are inspired by this type of leader and this type of atmosphere. If you want a mediocre team, have laisse-faire goals and be self-centered. If you want a motivated and successful team, share your expectations frequently and always expect excellence.

 

2. Lavish praise. Have you ever seen a six year old light up because someone told them they just did something wonderful? It is a beautiful sight. Now, I am not implying that you work with a bunch of six year olds. What I am asking is this: Since we have grown up, have we really changed that much with regard to what energizes us? I think not. Therefore, recognize the Herculean efforts of your people and lavish praise upon them. Are they just doing their jobs? Well, if your employees are doing it right, let them know you appreciate it. And share your praise in an authentic and appreciative way.

 

3. Delegate tasty projects. Nothing motives team members (particularly high performers) quite like entrusting them with an important initiative. The trust and confidence that is built when delegating something important is priceless. Not only does effective delegation motivate employees, but it serves as a great mechanism for developing their skills. When delegating, make certain to communicate the specific time frame in which you expect completion. Also, if you want to receive an update, ask for one. Finally, effective delegators clearly state what resources are available and if they have any availability to help out along the way.    

 

4. Communicate like crazy. Leaders who clearly communicate “The State of The Workplace” on a frequent basis effectively kill the grapevine. That’s right, the more you communicate what is going on, the less gossip will be experienced in your organization. This is a good thing because gossip and the garbage that it spreads creates distractions and de-motivation. By crushing the grapevine, you motivate your team and effectively increase productivity.   

 

5. Demand innovation. Do not just encourage innovation, demand it. We live in a quickly changing work world. The more forward-thinking your team members, the better your organization will be served. So many of the innovative answers you seek are right under your nose. Dust off that suggestion box and encourage people to share ideas. Do not make fun of the crazy ideas you come across. Nurture the individual and collective creativity that your team members possess. A million dollar idea awaits. It is the leader’s job to coax innovation into the open.

 

6. Training mania. There are a bevy of reasons to enable professional training. I will highlight five. The first is that workplace training increases the quality of output. The second is that well-trained team members are more productive. The third is that better trained teams have more bandwidth and a great ability to take on more complicated initiatives. The fourth reason is that bench strength is increased, which can lead to better succession planning and less drama if turnover is experienced. The final reason is that training is an essential retention tool for keeping high-performers and younger workers.

 

7. Match décor with culture. The physical environment in which people work can greatly influence their demeanor and contributions. Choose colors, desks, signs, and lighting that amplify your organization’s culture (or desired culture). In other words, if you want an ultra-professional team, have a professional environment; if you want a high-energy team, notch up those colors and get modern with your furniture.

 

8. Coach top performers. A leader’s time is precious. As such, give it to the most deserving people on your team. This means focusing on your top performers and high-potential team members. From a humanistic standpoint we gravitate toward helping (and spending a boatload of time with) our poorest performers. They also tend to be the squeaky wheels in the office. This may sound harsh, but it is time to free yourself from using the majority of your coaching and development time on poor performers. The time that leaders spend with low performers typically delivers a lousy return-on-investment. Instead, invest your precious time on your most valuable resources – your best performers and your future top talent. In the process, your added attention will motivate your best people and help the overall team to soar even higher.  

 

9. Be a Visionary Leader. This ties back to “communicate like crazy” from the aspect of sharing important information with your team. The critical information in this instance involves three components: Where your organization is going; why your organization is going there; and how each team member fits into your organization’s journey. While many good leaders communicate the first two items, the best leaders share all three (i.e., the where, the why, and the how). If you want to work with the most motivated group of people possible, help them to clearly understand the direction of the organization, the logic behind the strategic direction, and just how the heck they will significantly contribute to the team’s ultimate success. 

 

10. Celebrate wins. Famed UCLA football coach Red Sanders was fond of saying: “Winning isn’t everything, it’s the only thing!” We all like to win, yet frequently leaders only notice losses and errors. The odds are good that your team members are doing a LOT more right than they are wrong. Catch those right moves. Figure out a way to celebrate wins and positive contributions. Better yet, ask your team how they want to celebrate. Their suggestions may surprise you. Celebration lifts the human spirit. It also builds team morale and sets a positive tone in the workplace. My strong recommendation is celebrate more. You may just find a more motivated team as a result of your celebratory actions.

Bottom Line: Motivation comes from within us. As such, the best leaders find ways to unlock more of what team members have inside them. The more you communicate, delegate, and celebrate the more your team will be pointed in a positive direction. In the process, share your vision and praise. And always maintain high expectations. In the end, your efforts will be richly rewarded as team members strive to achieve great results, remain engaged to your mission, and experience self-satisfaction on their journey.

Until next time, be well. 

Doug Van Dyke is a Tampa Bay based executive coach, leadership development expert, and strategic planner. To learn more about leadership development programs, coaching, strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© Leadership Simplified. All rights reserved

By Doug Van Dyke, Leadership Simplified, www.leadershipsimplified.com

I play golf. Well, perhaps a more honest statement is “I own golf clubs.” Golf for me is more like a nature expedition: Walks in the woods, undersea exploration, discoveries at the beach. I can hook and slice with equal precision. Pool screens fear me. At the end of the day though, I have a scorecard that tallies just how well, or badly, I played during the round. 

If only there was a scorecard pertaining to leadership! Well search no more, because here it is. Why attempt to keep a leadership scorecard? Well, as Peter Drucker put it: “We can only manage what we can measure.” Therefore, even if the measure is subjective, why not attempt to assess key leadership traits. Without further ado, here are nine nifty categories to consider for your leadership scorecard. 

1. Communicate Top Priorities. If you have one set of priorities and your team members have a different set, how can you maximize productivity? Worse yet, what if your priorities are not aligned with your boss or the overall organization? What to do? The answer is to use Leadership Simplified’s Priority Communication Tool or another priority system that helps you communicate in a manner that gets everyone rowing in the same direction.  

2. Delegate. Chances are good that you have a LOT on your plate right now. This is an indication that you need to delegate.  How well are you utilizing internal and external resources to move smaller items off your plate so you can focus on the big rocks in your world? Squeamish about delegating? Take a leap of faith – delegate all you can and give your people a developmental opportunity that can help them soar. 

3. Negotiate. Whether it is the ability to de-escalate a heated verbal exchange or to communicate during a complex financial transaction, your ability to negotiate is critical to your team’s success. Make certain you continually expand your repertoire of verbal and non-verbal communication techniques in order to maximize your impact during negotiations.

4. Courage. Often times the difference between success and mediocrity is ten seconds of guts. Courage comes in many forms: Making tough decisions, asking for business, choosing which sacrifices to make. Whatever the challenge, look it in the eyes and get gutsy.

5. Move Groups of People. This means that you are comfortable addressing a group of people, and that you are confident in your ability to have them embrace your message. Many people are intimidated by public speaking. If you fall into that category, remember that most great speakers are made, not born. Given proper coaching on presentation skills and armed with proven best practices, anyone can become an impactful public speaker.  

6. Provide Feedback. Whether you are sharing positive or constructive feedback, seek to be consistent with your methodology and frequent with your praise. My favorite feedback mechanism is a technique calledPlus/Deltas. Something else to consider is to be open to receiving constructive feedback. As leaders we often give constructive feedback, but our reaction to receiving constructive feedback sets the tone for the entire team. 

7. Conduct Effective Meetings. This means that the meetings you lead will be focused and efficient. In other words, you will only hold meetings that are necessary. You will start meetings on time, and at the end of your meetings, participants will think, “Wow, that was actually a good use of time!” Many leaders fall short here. Do not be one of them.

8. Lead Change. The pace and array of change we are facing continues to escalate. This is challenging for all leaders because they must grasp change themselves, and they must lead a team populated with people who all embrace change differently. To make matters more challenging, leaders must appear consistent in their leadership approach while they lead change. All while adapting to new environments. Whew, leading change is tough. Only the savviest of leaders do it well. Realize that there is a strategy to driving change that will require you to be an excellent communicator.   

9. Celebrate. Many effective leaders take time to focus and celebrate team success. Furthermore, they recognize individuals who excel. Your organization probably has an array of top performing talent. Be positive, rejoice, have fun. It is the leader’s choice on how much or little to celebrate. Choose wisely and inspire in the process.  

With these nine categories simply stated, let’s take a look at a sample scorecard. Keep in mind that in order to gather as much feedback as possible, your scorecard should be completed by you, your peers, your boss, and the team members you lead. In other words, the leadership scorecard can function as a quick Peer 360 Review. Warning: The scoring is cheesy – indulge me. 

Leadership Scorecard

Scoring:

            Eagle = Outstanding

            Birdie = Very Good

            Par = Good

            Bogie = Improvement needed

            Double-Bogie = Hit the showers and take up badminton 

So leaders, how do you score? Ready for the pro tour? If you would like a few tips on how to improve your game, pick up my favorite leadership book: Leadership Simplified or attend one of our leadership boot camps. They both contain an abundance of resources that will have you turning bogies into birdies in no time. 

Now, where did I put those golf clubs? Oh, that’s right – the lake!      

Doug Van Dyke is a Tampa Bay based executive coach, leadership expert, and strategic planner. He is also a tournament-winning racquetball player. To learn more about leadership development programs, coaching,strategic planning, and consulting services, visit www.leadershipsimplified.com or email .(JavaScript must be enabled to view this email address).

© Leadership Simplified. All rights reserved.

By Doug Van Dyke, Leadership Simplified, www.leadershipsimplified.com

Are you disruptive? No, no, I am not asking if you are a trouble-maker or have a disruptive personality. What I am asking is if your organization has disrupted or is in the midst of disrupting the marketplace in which you operate. Market disruption is usually accomplished via innovation. In fact, disruptive innovation is a force that creates a new market or so drastically disrupts an existing market that it overhauls the industry or replaces an earlier technology. Like the i-Phone and how it revolutionized the cell phone industry or Craigslist and how it obliterated Classified Ads. Perhaps you are thinking that your organization simply enjoys operating in your particular industry. In fact, competition is so fierce that there is little time to reinvent your business, let alone an entire industry. On the surface this thinking is pragmatic. However, if you are not engaging in some serious strategic planning at least every two years, I guarantee that there are certain segments of your business (operations, market opportunity, technology, efficiencies, etc.) that could be improved – and disrupted in the process. When Steve Jobs and Apple moved to disrupt the cell phone industry, they focused on three areas (just three): Design, functionality, and consumer experience. All three of the areas were under-serving the consumer. First of all, the customer had become complacent about the design of their phone. There was no sizzle in the design of a cell phone and the consumer no longer cared. Secondly, the functionality of cell phones was ho-hum. There were no energizing bells and whistles. Lastly, the consumer experience bland and frustrating as opposed to awe-inspiring. By recognizing three simple areas in which to improve, the Apple/Jobs continuum created a game-changing product. Simultaneously, Apple’s achievement sent an industry into a frenzy as competitors struggled to reshape their thinking, reengineer their offerings, and keep pace with a new market leader.     

There is much to learn from the history of market disruption. If you are a savvy leader, you may want to ask yourself four questions, as well as ponder four corresponding opportunities:

1. What areas of my organization are, at best, average?

Opportunity: Examine the policies and procedures or your organization. Knock down walls that are holding back the creativity of your team members. Seek to heighten the level of team member engagement that exists in your organization.

2. What portions of my industry lack sizzle and appeal?

Opportunity: Look for strategic areas within your marketplace in which to reinvent or innovate. As you drive innovation, make certain that you are quick to market.

3. When consumers purchase my products and services are they delighted by what they experience?

Opportunity: Elevate the level of customer experience that your organization provides to the consumer. Compare your organization against some of the best customer experience providers in the world. How do you stack up? What is the difference?

4. Does my organization’s mission statement, vision statement, and core values properly align with our value proposition and reason for existing?

Opportunity: Engage your team in some offsite strategic planning and revisit your organization’s guiding principles. Reinforce your beliefs while simultaneously opening the door to new, potentially game-changing ideas. 

Bottom Line: Leaders, be disruptive. Reinvent your organization on a regular basis. Examine your mission, vision, and values and make certain they align with your noble purpose. In the process you will lead innovations that will improve your product, enhance the customer experience, and alter the marketplace in your favor. Do not be shy. Rather, be bold. Think boldly, create fearlessly, and above all, act!

Until next time, be well.

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© 2014 Leadership Simplified. All rights reserved.