business leadership

February 17, 2015 by sereynolds

How To Save Your Struggling Business With Personal Leadership Practices

The following article appeared on Inc.com today as a part of my column, “Behind The Desk.” Look out for new columns every week!

The mark of a company able to adapt to a changing environment and to seize opportunities are leaders that lead the business, lead others, and most importantly lead themselves. Leaders perform best when aligned to a vision that inspires and motivates them to act.

Successful companies that maximize the talents of their leaders build personal leadership into their cultures, focusing intently on developing and communicating a meaningful vision and strategy; aligning the motivations of individual leaders to the direction of the firm; and effectively strengthening leaders’ skills and abilities to prioritize and make decisions that deliver the intended results–both for themselves and those they lead.

Entrepreneurs can build a culture of personal leadership by emphasizing the vision and strategy of the firm, and helping leaders to identify their personal goals and objectives.

Ask yourself:

What counts as success for your firm? How, and how consistently, is that message conveyed?
What do individual leaders care about that will motivate them to achieve success for your firm, for clients, and for themselves?
What do leaders need in terms of support for effectively prioritizing activities, developing action plans and managing their time?

Questions like these can help leaders align their efforts both to the firm and to their personal motivations, leading to a greater ability to leverage existing talent and sustain performance over time.

If the firm has decided to place its bets on its talent and make that its competitive advantage, then it’s got to do better. How do you do that? You get very clear about the vision, make sure everyone is aligned to it, clarify the strategy for the firm, and teach individual leaders to make their own personal and uniquely-motivating visions and goals for themselves. Then empower them to deliver on those visions and goals with skills related to action planning, prioritization, time management, and so on. The idea is that the individual leaders are so excited and energized by what’s in it for them personally that they align all their efforts to that achievement, and that achievement rolls up into the vision of the firm.

The image is one of, let’s say, a subway station. People are milling about, on their cell phones, individually getting things done but in no particular direction. One could stand on the balcony and say, “Look at all those busy people! So focused on their work… Everybody getting stuff done in their conversations and on their laptops even as they wait for the train…”

But compare that to a pack of marathon runners–all lined up and running the same direction at the same time toward the same finish line. They need to put their efforts into making sure everyone was running the same direction, for the same reason, and doing their best to stay focused on the same finish line. Then they could focus on minimizing the distractions that come from a lack of focus (such as poor decision making skills, poor prioritization, poor time management) and building up the leaders to do even more, better, faster (through coaching and mentoring).

Personal leadership assumes that leaders perform best when they are at their best, personally as well as professionally. So in addition to getting organized around vision, strategy and goals, it’s important to foster a strong appreciation for what it means to be a high performer and what it takes to sustain that level of success.

If your firm wants to capitalize on the investment its making in its leaders, it would recognize that to get the best results out of these kind of talented individuals, it needs to help them not just achieve but find a sense of personal motivation and fulfillment that will inspire and motivate them to over deliver not just for the firm, but also for themselves. That way, everyone wins.

February 4, 2015 by sereynolds

3 Secrets To Streamline Your Work Day

The following article appeared on Inc.com today as a part of my column, “Behind The Desk.” Look out for new columns every week!

I recently heard a news story on the radio about how chefs organize their kitchen space to be most efficient. As I was listening it occurred to me that managers can use this to organize their own teams.

The strategy the chefs used was one they referred to by the French term, mise-en-place.” The phrase mise en place means “putting into place,” or “setting up.” For chefs, a mise en place refers to gathering and arranging the ingredients and tools they need for cooking in one central location. It helps the cooks coordinate vast amounts of materials in a labor-intensive environment. A chef who abides by this practice, everything in your station is entirely organized to use the minimal amount of time and effort to get something done. Very complex, high stress tasks become streamlined and focused .

If a mise-en-place approach can simplify the very complicated tasks of cooking fine meals at high speed, imagine what it could do for you in your business.

The thinking behind mise-en-place, is to think through an entire system so that the steps and materials are in place for execution, with the highest predictability and the least amount of effort expended. All of the effort goes into the preparation so that the execution can be flawless.

The success of the mise-en-place philosophy is based on self-discipline and focus–two skills that are essential for entrepreneurs and managers. The following steps take the mise-en-place philosophy from the kitchen to your office space:

Take control of your office space. Everyone wants to save a little bit of time here and there, and with the mise-en-place philosophy you can save a lot. You should be able to sit in your chair without standing up and be able to reach everything you need in one place, the way the chefs prepare their cooking stations. You shouldn’t have to get up for anything.

To arrange things most effectively, monitor your actions to show what you need in a day, and organize your office so that those things are immediately within your reach. Can you reach the books, files or binders you need for the day’s work from where you’re sitting?

You can still make this work for you in a small office space by making sure everything is right in front of you. Think of a sushi chef–they don’t need to walk around the kitchen; they have the rice, fish, seaweed, and any other ingredients right in front of them. So if you find that you have to walk across the room to get to the printer, consider getting a tabletop printer instead. If you are constantly running to the supply closet, set up a drawer of the supplies you need most often and stock it so everything you need is right at hand. Be ready ahead of time.

Take stock. Ideally, you shouldn’t run out of anything. Either you, or your assistant or office manager if you have one, make sure that you are stocked with everything you need, like pens, paper, or ink. The same is true on a digital level. Files are neat, organized, never cluttered, and easily accessible at any moment. You have enough disc space on your computer. Your contacts are organized and complete. Make a checklist and keep it in mind.

Prepare your day. Prepare your daily tasks for optimum efficiency. Know what calls you’re going to be on that day, have hardcopies of what you need for any meetings, and take inventory of your to-do list for the tasks ahead. Once you’re prepared, you can press “go” and get started with everything laid out in front of you. You can get right to work, just like a chef at his station.

To fully integrate mise-en-place, remember the secret is all in the preparation. Get prepared; set yourself up; try to think of everything; observe where the system breaks down, and make adjustments until everything runs like clockwork. You’ll look more professional, and feel more productive too!

January 28, 2015 by sereynolds

The Top Learning Strategy Used By Leading Fortune 500 Companies

The following article appeared on Inc.com today as a part of my column, “Behind The Desk.” Look out for new columns every week!

Often in the beginning of the year we’re energized to learn new things. As an entrepreneur you have many opportunities to do this, like attending workshops or conferences.

But the strategy that I find the most effective, which you can do inside or outside a workshop or conference, is to create what I call a “mastermind.”

A mastermind is a group of approximately three to five people supporting each other in their learning. The group offers support, helps keep other members accountable, and keeps the momentum going to help build upon lessons learned or projects underway.

Think about your biggest challenge. Now imagine that today you have two or three other people dedicated to helping you work it out. They listen to your questions, they offer advice, and they help you find solutions. Then, when their problem is resolved, you turn and listen to theirs. This is the essence of a mastermind.

If all you do is attend an event or read a book, you won’t get the mileage you could if you set up a group of people who want to learn this with you and put it into practice. Set up your own mastermind to follow through. The more you follow-up on your learning, the more in-depth your learning is.

Based on a study by Edgar Dale, we remember:

10 percent of what we read
20 percent of what we hear
30 percent of what we see
50 percent of what we see and hear
70 percent of what we discuss with others
80 percent of what we personally experience
95 percent of what we teach others.

Since masterminds are all about discussing with others, cultivating our own personal experience with the subject matter, and teaching others, the information has a better chance of being applied and built upon.

I have set up leadership development programs for companies like Adobe, MetLife and Microsoft, and while many of these programs have traditional components, the mastermind strategy is the one that can accelerate your learning past the program.

Whether it’s part of your professional development learning or an independent project, you can set up a mastermind group for yourself.

First, identify two or three people from whom you get energy from and who you think you can learn from, either at your level or above.

Ask if they’re interested in setting up a meeting once a month, whether it be a phone call or in person.

For example, three saleswomen from around the world might get on the phone once a month and discuss how they’re tracking their numbers, which will keep them accountable for their tracking, and then they can discuss how they can attain their goals.

After you have set up logistics, set a regular agenda. For example, establish that once a month for two hours each person will have 40 minutes-each. Or, a mastermind can be held once a week for an hour, each person receives about 20 minutes. Another option is to set up a mastermind every other week for one hour, giving each person 10 minutes and saving time for a group discussion.

To get the most out of your meeting, acknowledge some of the hurdles you’re facing. You might have masterminds that last for just a few sessions, or you might have some that last 10 years. You get an edge if you keep focused and keep learning.

January 15, 2015 by sereynolds

Start 2015 With Your Vision In Mind: When You See Possibility, You Find Success

The following article appeared on Inc.com today as a part of my column, “Behind The Desk.” Look out for new columns every week!

Seeing possibility and finding vision means being open to surprising opportunities. To succeed with this practice, we have to consider the idea that sometimes success comes to us instead of us having to create it for ourselves.

Essentially, if your firm has decided to make its talent a priority and use that as a competitive advantage, then your as a leader must lead with intention. How do you do that? You become clear about your vision, then make sure that everyone is aligned that vision. Explain the strategy clearly for your firm, and help individual leaders create their own unique visions or goals for themselves and their team. The last step is to support and motivate them to deliver on their vision by honing in on skills like time management, planning, and so forth.

The goal is that the individual leaders are so energized and motivated by what’s in it for them and their team that they will align their strategy to move toward that achievement, and that specific achievement falls under the vision of your firm.

So when it comes to creating that initial vision, the one that drives the rest of the individual leaders in a firm, it’s important to open yourself up to possibility.

Seeing possibility looks like:

You’re in the shower and suddenly the answer to your toughest question flashes into your mind
You’re driving along the freeway and suddenly the solution to a sticky problem becomes instantly obvious
You’re thinking about an old friend and suddenly the phone rings. It’s him.

Now, imagine your vision of your life as a leader appears in the same way:

You want a specific opportunity, and suddenly that opportunity arrives.
You need a certain kind of mentor, and suddenly that mentor shows up.
You want to make a certain kind of impact, and suddenly you realize you do.

Every time something like this happens, you are experiencing the rewards of seeing possibility.

Keeping your vision in mind, ask yourself these questions:

What’s going your way?
What’s not going your way?
What do your answers suggest about what to do next?

First, name a situation in which you need some kind of answer or idea. Next, rephrase the issue into the form of a question. What do you need to know? Then, take two long and slow breaths, letting the air clear your mind. Breathe and clear your mind. After a few minutes of breathing, sit quietly and ask the question again. What ideas did you get?

When you open yourself up to possibility, to the potentiality of your vision, success comes to us instead of us having to create it for ourselves. Keep your eyes open, and be ready to act when your good fortune shows up. Because when you have a clear vision for your firm, and individual leaders within it have goals that align with that vision, you’ll find sustainable success.

October 23, 2014 by sereynolds

4 Secrets Top Managers Utilize to Revolutionize Their Team

The following article is one that I wrote that recently appeared int he Fall issue of Management Today Magazine. You can download a digital version here.

Managers used to have it easy. They could tell people what to do and expect it to be done. Need a report due Monday morning? Employees will simply have to work all weekend. Need an underperforming employee to shape up? Shake a few fists and demand a better product.

Well, no more. Today’s employees want more than that. They want respect. They want a life.

As an executive coach working with senior leaders in Fortune 500 companies I have seen it many times: managers living in the past, fantasizing that what they say, goes. Today’s managers need to find new ways to relate to their employees that put them in control of their own careers.

Moving from a command-and-control style of management to one that empowers employees can virtually revolutionize a team.

Ask employees what their vision is. For decades, business leaders have been refining the visions of their companies and aligning employees to that vision. Today’s employees question why they should care. After all, what’s in it for them? Managers can tap into the enthusiasm of employees better by asking what their visions are for success. A salesperson may be acceptable at meeting quota, but he will come alive if he connects his quotas to his personal dreams of, say, taking on a leadership role in the company.

When employees understand how what’s best for the company aligns to their personal goals, they work with a sense of purpose, which is far more effective.

Leverage the strengths of each individual. Employees don’t want to be someone they’re not anymore. A job in which they have can’t be themselves can feel like a prison. A vice president I once worked with was so downtrodden due to the CEO’s insistence on a detailed, highly structured style that she almost left the company. This manager’s vivid imagination and creative mind needed to break free. Instead of losing this talented leader, the CEO was able to see the strengths of this VP and give her the latitude to do things her way. She was newly inspired and brought ideas and innovations to the company that dramatically improved its success.

Find out what your employees’ strengths are – how they perform naturally well, and how they prefer to work. Not only will your employees feel happier and build a sense of their personal value, you will get a better work product.

Know what your employees value, and value it too. Believe it or not, your deliverables are not the most important thing in your employees’ lives. Employees have families, hobbies, and service projects they care about. They are invested in making a difference with their lives. If you can connect with employees by asking them what’s important to them, they will tap into the strength of their values and bring a stronger sense of self to work.

Coach, don’t preach. Finally, break the habit of barking orders and telling people what to do. Coach them instead. Ask them what they need to be successful, and pose questions to help them find their own answers. You will find them to be more creative and resourceful when they know they are seen as capable leaders who can be trusted to learn what they need to learn to excel.

Ultimately, the way to revolutionize a team is to see the team as made up of individuals, just like you – with dreams and desires, valuable talents they want to use, ideals they care about, and the potential to learn. Managers who treat their workers don’t just have employees; they bring new leaders to life.

You can also connect with Joelle on Twitter and Facebook, she’d love to hear from you!

October 15, 2014 by sereynolds

My Q&A As “Superstar of the Week” On Business Superstar

The following is my interview with Business Superstar, where I am featured as this week’s “Superstar of the Week!” Read on as I speak with Phil about all things leadership, The Inner Edge, and more. You can see the original interview here.

Joelle K. Jay, Ph.D., is an executive coach specializing in leadership development. In addition to working with presidents, vice presidents, and C-level executives in Fortune 500 companies, she also authored The Inner Edge: The 10 Practices of Personal Leadership. Dr. Jay spoke with us about the distinctive characteristics that define a leader.

Q: What inspired you to write The Inner Edge? And what were your goals in creating this book?

Joelle Jay: What inspired me to write The Inner Edge was my own experience. There was a time in my life that I found myself becoming successful in my career as defined by external measures, but I wasn’t happy. All I could see was years of dissatisfaction ahead of me.

So I sat myself down, determined to redefine my course in the direction of happiness. I spent a year on this practice, applying a lot of the coaching techniques I applied to others to myself. After a year I didn’t want to go back to feeling unsatisfied, I wanted to honor the steps toward change I had made, so I wrote out the steps, the 10 practices of personal leadership, and The Inner Edge was born.

Q: In your professional opinion, what are the basic characteristics of a great business leader?

Joelle Jay: In addition to some of the more traditional characteristics, like being a visionary, a strategist, and having great people skills, I would add that great business leaders are extremely thoughtful people who are cognizant of who they are reaching and why. They create business structures not only to foster a successful business, but also to make employees happier and more engaged. A great business leader is a master of personal leadership both individually and applied to the whole organization.

Q: Do you believe that business leadership skills can be taught in schools? Or is it a trait that is part of a person’s existence?

Joelle Jay: Certainly there are people who are gifted with natural leadership abilities, who are compelling and visionary and inherently charismatic – the Martin Luther King Jr.’s of the World. But just as people can learn to be compassionate, thoughtful, and hardworking, they can learn to be leaders and practice the skills of leadership.

Q: Do you believe it is possible to create a new business in a rough economy (like the one we have today)?

Joelle Jay: Yes! The evidence is all around us. There are rising, thriving businesses, some of which would even question whether we truly live in a rough economy today. The success of a business isn’t solely dependent upon the market, but the vision of the leader and the capability of the leader to be creative in finding a way to serve their clients, customers, the general public, and employees.

When times are tough, the business landscape might look different, having the mindset that the economy will either make or break your business is a failure from the start. A better mindset would be a commitment to succeeding no matter what the economic outlook.

Q: What advice would you give to those who are eager to be their own boss, but don’t know how to achieve that goal?

Joelle Jay: You can use the 10 practices of personal leadership to figure out how to become your own boss, just like I did! First, learn to see yourself as the leader of your own life, as a leader creating a life for yourself. That small shift in perspective is the first test. Then, get clarity and find your vision for the career in which you are your own boss.

Next, find focus and identify the priorities to need to push to the forefront to make it happen. Then take action, go out and tackle your prioritized action items instead of just dreaming about it. You may be doing this while you’re still a fulltime employee at your current company, so you can take it one practice at a time. There are other practices of personal leadership: maximize your time, see the possibilities.

The next practices include: tapping into your brilliance and personal strengths, learning to truly feel fulfillment, maximizing your time, building your team, continuing to learn and grow, seeing possibility, and finally being able to balance all of it at once. Those are the practices I outline in The Inner Edge, and those are the practices I teach top executives.

To see the full interview, please visit Business-Superstar.com.

September 23, 2014 by sereynolds

Executive Women in Fortune 500 Companies Face Issues No One Else Does

No matter how talented you are, and no matter how high your position, it’s still a challenge for women to succeed in today’s business environment.

It’s bewildering. When someone as confident and accomplished as you seems unable to break through to the level of success you know you’ve earned, you start to ask yourself the Big Questions:

• “What should I be doing to excel in my role and show myself to be a leader?”
• “Am I really performing at my best – and is my best even good enough?”
• “Will I ever get ahead in this organization?”
• “Are women really valued in my organization? … And more importantly, am I?”

Reality starts to sink in when you start to wonder whether what you’re putting into your success is really worth what you’re getting out of it. You see other, less talented people getting promoted past you. You hear the glowing praise of your work but it never seems to be followed by the rewards. You rarely make it to the soccer games, the family dinners, or the date nights you used to love, or if you do you find yourself distracted and distant – pulled between the tug to be present and the persistent buzzing of the Blackberry in your bag. You feel heavy, weighed down. On the worst days you find it hard to breathe.

You don’t have to live this way. You can be successful in a way that works for you.

You can be a successful, overachieving, results-oriented business leader at the seniormost levels of your organization, and you can do it in a way that works for you . You can leverage your talents, stay aligned to your values, make the most of your time, and still have some of that time left over for you.

Imagine…

• You feel excited about your work again – committed, engaged, and leveraging your talents to the fullest – because you know you’re valuable and that you get the very best results.

• You finally do get the promotion you deserve.

• Your salary goes up, you earn more respect, and you feel the full power of your authority at work.

• Best of all, you get your life back. You become a mom again, a friend, a sister. You go to lunch with the girlfriends. Spend Saturday mornings with your kids. Your boundaries are clear. The guilt is gone.

• You feel focused. You feel lighter.

• You finally made it.

If it’s so easy (if it’s even possible) … Why haven’t women done this before?

There are multiple forces working against women’s ability to achieve the professional success they want along with the quality of life they deserve.

Few role models. For one thing, there are so few models of success that it’s hard for women to really see what’s possible. They can imagine it and strive for it, but they can’t see the models of truly powerful women who are successful in every way, including their work, their family and personal lives, their happiness, and their sense of peace and prosperity.

Busy lives. For another thing, women are just so busy! With husbands, partners, kids, clients, bosses, teams, homes, groceries, personal finance, fitness, and more, women often don’t have time to step back and breathe, much less to reflect on their lives and align them in a better way.

A secret lack of confidence. Surprisingly, many extraordinarily successful women harbor a secret – potentially even unconscious – lack of confidence. Compared to men, they opt in to the Big Opportunities less often and more slowly than men. They may not be sure of their ability to succeed in a bigger role and want to prove themselves first, or they’re waiting for the invitation or the nod from higher-ups to give them the signal to go for it.

Isolation. Even though women are known for their strong relationships, it’s lonely for women at the top. Even executive women they felt they could overcome the obstacles they face, in that effort they feel very alone.

A lack of information. This may surprise you, but we already know what makes women successful. We know the steps to the top of the ladder. The secrets are out. The problem is that the information is still hidden and struggling to reach real women in organizations. The good news is the solutions are out there; the bad news is no one seems to know it.

But there’s good news. You can reach the highest levels of leadership while achieving your personal goals and preserving your quality of life.
Here’s what women in highly successful leadership roles are learning about how to succeed:

• Get clear on your vision. Not just your vision for your organization or your role, but for yourself.

• Focus on the outcomes. Know what you want to achieve, with clear specificity.

• Capitalize on your strengths. Understand what it is that makes you so valuable, and learn to leverage it for a better result.

• Align to your values. Know what you love and want to protect, and put systems into place to preserve what matters most to you.

• Maximize your time. Learn to make more of every minute.

• Find your network. You will perform at your best and feel most supported when you surround yourself with the people who build you up, guide you, and give you opportunities.

• Learn the secrets. Despite the low numbers, women have made it to the top in some of the best and most admired companies of the world. They have learned how to do it, and their secrets are there to share with you.

Now it’s your turn!

If we haven’t already, let’s connect on Twitter and Facebook!

September 14, 2014 by Joelle Jay

How to Develop Your Inner Edge: An Interview with Skip Prichard

“If you want to be your best, you need to build on what’s brilliant about you.” -Joelle Jay

Leading On the Edge

Dr. Joelle K. Jay is an expert in personal leadership. She has coached executives in numerous companies, written several books and numerous articles, and is a principle with the Leadership Research Institute, a global leadership development firm.

Reading Dr. Jay’s new book, The Inner Edge: The 10 Practices of Personal Leadership, I felt like I had hired a personal leadership coach. She shares practices and principles that are enduring. I had the opportunity to ask her a few questions to introduce her thinking to you.

“Better leadership equals better results – higher profits, bigger market share and a global advantage.” -Joelle Jay

What does it mean to lead on the edge?

“Leading on the edge” is about challenging ourselves to take the leadership position in our own lives – pushing ourselves not to sit back and hope for things to happen but getting out in front and making them happen with our own intent and effort.

“Most true happiness comes from one’s inner life.” -William Shirer

What are some of the benefits of mastering personal leadership?

I believe that everyone is a leader – if not the leader of a team or a company, at the very least the leader of his or her own life. Strong companies have learned that better leadership equals better results – higher profits, bigger market share and a global advantage. Personal leadership helps us get the results we want for ourselves – a more fulfilling career, a more rewarding experience, a happier life.

Your book outlines ten practices of personal leadership. Let’s discuss a few of them. The first is “get clarity.” How do you help leaders understand who they are and where they want to go?

I recently heard a speaker say, “Clarity is everything. Confusion is the enemy.” In our fractured and distracted world, leaders need to learn to cut through the noise to hear their own voice. They do this by asking themselves powerful questions – chief among them, “What do I want?” When leaders can get clear about what they want, they can outline the steps to get there.

Tap Into Your Brilliance

I love “Tap into your brilliance” because I am often amazed at people’s strengths. How does a leader encourage an environment where everyone is operating in the strong zone?

“Wherever you go, go with all your heart.” -Confucius

When leaders learn to leverage their strengths, they positively burst into action. Suddenly their efforts are infused with energy as they discover they can finally do things their way – the way that comes naturally to them and the way they do them best. That has a contagious quality, so strengths-based leaders are naturally encouraged by their own successes to help the people around them – their managers, direct reports, their teams – to organize their activities around the strengths in the group. It’s a more satisfying experience for everyone – but more than that, it’s also far more effective.

“See possibility” is another practice. One technique you call is “Let it be easy.” Would you elaborate on this practice for us?

10 Practices of Personal Leadership

Get clarity.
Find focus.
Take action.
Tap into your brilliance.
Feel fulfillment.
Maximize your time.
Build your team.
Keep learning.
See possibility.
All. All at once.

Especially for highly-driven achievers, goal-attainment is all about making it happen. That can be exhausting. Sometimes a better answer can be found by sitting back and observing, watching for patterns, being open to opportunities. The answers may simply present themselves.

To give one example, a client of mine who was toiling endlessly to try to get herself promoted worked herself into a frenzy of activity with no result. She decided to stop pressing so hard for a while. When she did, she was able to see a unique and exciting opportunity (that she had been ignoring) as a possibility. Maybe this was actually an opportunity she’d enjoy. She opened her mind to the idea, and soon she found herself being swept into a new adventure in her career that not only got her promoted but led to a renewed sense of enthusiasm. It all happened when she stopped trying so hard and took advantage of the opportunity before her. She let it happen. She let it be easy.

“Good leaders are, by definition, voracious learners.” -Jack Welch

“Take the complexity out. Make it simple.” -Howard Putnam

Time to Re-energize

Leaders need time to reflect and re-energize. Would you share just one technique that you have seen work for busy, overworked professionals?

The easiest – and also, sometimes, the hardest – shortcut to peace is to power down. We power down when we literally turn off the power of our devices to distract us. (Yes, that smart phone has an “off” button.) We also power down when we unplug ourselves by closing our eyes for a moment and sitting in silence. Take a few minutes to close the door and rest for a moment. Give yourself the gift of a few minutes of solitude. Gaze out the window or walk into the yard. Even amidst the constant din of daily life, we can find a sense of peace by shutting off all the input and reconnecting with ourselves.

July 22, 2014 by sereynolds

Why Leaders are Losing the Love and How to Get it Back: An Interview with Stephen M.R. Covey

Lately I’ve been concerned about leaders’ engagement in their work – the degree to which they feel motivated and inspired by what they do, and their commitment to doing it well. It’s always been my view that talented leaders thrive when they get to leverage their strengths! A leader’s sense of engagement is the foundation for a rewarding and successful career.

However, the news on engagement lately is grim! I read once that not counting a few cases of high-profile fraud, companies lose more to employee disengagement than they do to theft! Let’s talk about what it would take to help leaders reconnect.

Celebrity speaker and advisor to business leaders worldwide, Stephen M.R. Covey, was gracious enough to speak to me at length about personal leadership. We share a similar philosophy – so much so that he even endorsed The Inner Edge. Read on for his take on personal leadership, trust, and more:

Joelle Jay: What role do you think personal leadership plays in our current business environment? Is it really relevant?

Stephen M.R. Covey: I absolutely think that, in times like we have today, this type of approach is more relevant even than ever before. It always was relevant. The fact that we are in this current environment puts a greater premium on inner work and personal leadership. The essence of leadership is really to inspire trust. Personal leadership requires leaders to also trust themselves.

JJ: What does that mean, to “trust themselves?”

SC: Trust is sustained from the inside out. We need to return to that foundation for us to succeed. Leaders who trust themselves make the decisions that are right for them, based on their values and character. Then they extend that trust to others. The leader goes first.

JJ: How do leaders learn to trust themselves?

SC: We start with ourselves. It takes humility to have integrity. It takes courage to have integrity. We try to be congruent with what we stand for. The sense of power and self-trust that comes from that is extraordinary. That’s why I like your idea of the inner edge. You work inside first.

JJ: Sometimes I worry that people think fulfillment, or engagement, is a “soft skill” of leadership and is therefore dispensable. What do you think?

SC: I am approaching this topic as a business practitioner first. I come from a world of running a business, reporting to a board, and trying to make payroll, so I approach it very practically. But I’ve learned that this inside work and the process of creating trust is not just social issue; it is economic. Trust is a hard edge issue. You can quantify and measure the results of a high trust environment, and an environment in which people are fulfilled and engaged. I have seen the economic impact when people move from low trust to high trust – as individuals and in organizations. The difference is profound.

It’s worthwhile for leaders to consider Stephen’s point. Are you experiencing the economic rewards of a high trust environment? Are your employees fulfilled and engaged? Are you?

July 15, 2014 by sereynolds

3 Ways to Extend Your Inspiration to the Rest of Your Team and Employees

As someone who has been practicing personal leadership for a while, you have become extremely engaged – which is excellent, because both you and your organization are benefitting from the results! So how do you extend that inspiration to the rest of your team and employees? To help others get there too, you can encourage them to do exactly what you’ve done.

The following are three tips to help you spread your inspiration:

Start a book group. Learn the practices of personal leadership one at a time. Every month, you have read a chapter from The Inner Edge and focused on a specific exercise to improve your leadership results. Could you host a lunchtime book club and invite others to read a chapter with you?

Love your most valuable leaders. Think about how you’re attending to the best leaders around you – the ones who contribute to your success and that of the organization. Are you taking their dedication for granted, or might they deserve more time and attention? Many organizations are using The Inner Edge as a basis for unique leadership development programs designed for their most powerful leaders. Can you do the same?

Spread the news. You know that self-awareness and inner passion to achieve are ingredients vital for successful leaders, and the research backs it up. But personal leadership – the behind-the-scenes work leaders do to advance and excel – is often hidden. Can you be more open about your reflection? Can you share more about your efforts to improve and inspire yourself, so that other get ideas about how they can get motivated too?

However you choose to extend the inspiration you’ve taken from The Inner Edge, you’re asking the right question! Leadership is about leading others toward a positive vision. Personal leadership will help you all get there together.