If you want to attract leaders for your team

Give them a problem to solve

If the answer is already found, you can hire a manager for that job…and you’ll need a good one. You’ll have other problems to solve and a good manager can free you up to lead.

But, to attract a leader…

Help them see a need…give them some freedom to find a solution…give them support…get out of the way…and let them go.

Leaders seek opportunities to lead

Challenge…opportunity…problems…something everyone says cant be done….

That’s an environment that fuels a leader’s energy. It’s what attracts a leader to your team.

Are you in an environment that attracts leaders? What makes it so?

7 Ways to Gain and Keep Trust as a Leader

People follow people they trust. Do you want to be a trusted leader? Let people learn to trust you.

I’ve found trust develops over time and experience, as we witness trustworthy behavior. Honestly, it’s a delicate balance, because while the leader needs to be strong, independent and confident, a trusted leader must be approachable, inclusive and humble.

Here are 7 ways to gain and keep trust as a leader:

Always display confidence, but never cockiness. People will trust a competent leader, but one who is arrogant will be dismissed quickly.

Always follow through, so don’t over-commit. When a leader does what he or she says they will, people gain trust. When the leader always bails on responsibility, people begin to doubt everything the leader says.

Always put trust in others, so they’ll put trust in you. Trust is a mutually exclusive commodity. People won’t extend you trust they don’t feel they receive from you.

Always extend grace, but be firm in some non-negotiables. (I wrote mine HERE) We need to allow people the freedom make their own way, including the freedom to fail, make mistakes, and be assured we will forgive them if needed. We should have, however, some standards which are not open to discussion. Those should usually be issues of character, vision or values.

Always try to be knowledgeable and aware by constantly learning, but realize you don’t know everything and you’ll know far more with a team. People trust a teachable leader. They are leery of a leader who knows it all…or pretends they do.

Always exhibit humility, but take great pride in your work. A humble, but diligent and effective leader is a trusted leader. It’s as simple as that.

Always value people more than you value progress. This is especially difficult for driven leaders, but people trust people they trust care for them.

What other ways would you add to gain and keep trust as a leader?

A Leader in Time of Crisis, Uncertainty or Change

After the riot in Ephesus (Acts 19:21-41)

How did Paul respond?

Read it for yourself:

After the uproar was over, Paul sent for the disciples, encouraged them, and after saying good-bye, departed to go to Macedonia. And when he had passed through those areas and exhorted them at length, he came to Greece. Acts 20:1-2

That’s the role of a leader in times of crisis. In times of uncertainty. In times of change.

The people following you are looking for assurance that everything is going to be okay. They want to know there is a plan. They want to hear things are moving forward with confidence.

Help people process the pain of their circumstances.

Give them hope. Encourage. Challenge them to continue.

Lead.

A Key to Successful Delegation

What is a key to successful delegation?

  • Don’t just delegate responsibility.

  • Delegate authority.

Give people the authority to determine how the work gets completed. In healthy delegation, you have already helped them determine what a win looks like. You helped shape the vision. Now, let them set the tasks to complete the job. Let them determine timing and the players on their team. It’s so much better than simply holding them responsible. When people have authority they take ownership. They assume (partial) liability. They become personally attached to the outcome.

Responsibility without authority only puts pressure on people. When a person is responsible for completion, but has no authority of how to make it happen, it becomes a job more than a mission. It’s frustrating.

Granted, letting go of authority is hard. It won’t always work. The truth is people will disappoint you…they won’t do the job the way you were expecting. Simply releasing responsibility seems freeing. Releasing authority seems risky.

Oh, but when it does work…when delegation takes hold completely…effectively…you, the organization and the entire team benefits. And, the reward is far greater than a project not properly delegated.

Great leaders push through the fear of letting go by trusting people to make decisions, so that ultimately more decisions can be made, leadership development occurs, and the organization grows.

Not to sound contradictory, but this doesn’t mean you are off the hook as the delegating leader. I wrote about that in THIS POST. Successful delegation requires releasing responsibility, and authority over the delegated project, while maintaining a healthy, though distant, oversight until the project is completed. I know, that’s difficult, but it’s part of what makes leading so much fun :) …and so much better.

Be honest, how are you at releasing authority?

Trusting Your Team With Decisions

When I’m pushed for a quick answer…without time to get all the information…

I often empower people on my team to make the decision.

This doesn’t happen often, but sometimes I simply don’t have any input, even though by position the decision would normally be mine to make. It happens frequently enough that I need to have a plan for those occasions. It has happened even more now that I’m in a new church, in a new position. There are decisions that need to be made quickly, but I don’t know the church well enough yet to make them.

In times like this, the people on my staff:

  • Have more knowledge about the issue than I have.
  • Usually have an opinion of what we should do.
  • Often hope I’ll answer the way they want me to.

In those times, I will ask a question, such as, “What do you think we should do?” or “Are you comfortable enough to put your name behind it?” or “What would you do if you were me?”

Then I go with their instinct…maybe even over my own.

…but let them know I’m holding them partially responsible for the outcome.

  • I’m still on the hook.
  • I’ll support them completely.
  • Ill stand fully behind them.

But I’ll follow their lead on the issue.

It grants them authority, it allows them to buy into the decision, it grows their leadership, and it helps move the organization forward faster.

The principle:

If you want to lead people you have to trust the people you lead and let them own decisions with you.

Are you trusting the people on your team, yet still holding them accountable?

When You Don’t Communicate…

Recently I was talking with a staff member of a larger church. She consistently fears the stability of her job. She never knows what her pastor is thinking. She’s considering looking for a new position, not because she doesn’t like her work, but because she isn’t sure about the future of her work. She claims that living with uncertainty is the standard when working on this church staff.

I’ve learned over the years that communication is one of the most important aspects of the field of leadership. In fact, it may be the thing that makes or breaks a leader’s success.

When a leader fails to communicate, it actually communicates a great deal to the organization. Unfortunately, it’s not always an encouraging message. The unknown invites people to create their own scenarios, which rarely turns out well for the leader, the team, or the organization.

Failing to communicate says to the people on your team:

You don’t care – You are apathetic towards the emotional and practical needs of people on your team.

You don’t know -You may not be brave enough to say so, but, don’t worry, others are probably saying it for you.

You can’t decide – Your team thinks that you’re incapable of making a decision, either because you’re afraid of people’s reactions or you’re not a strong enough leader to make a decision.

You don’t value – Your silence produces perhaps the most dangerous scenario when people believe you don’t think they are worthy of knowing. Put yourself in their shoes and see how that one feels.

What’s the bottom line?

Communicate through a decision.

Keep people informed along the way.

Any questions?

Sometimes It’s Not a Systems Problem…

In one of my first professional leadership roles, I managed a large retail division of a major department store. The division had several departments within it and each department had a separate department manager. Most of the departments were efficient, profitable, and easy to manage. One department, however, continued to fall behind the others. It was frustrating, because I couldn’t seem to get them to improve.

I was young and inexperienced, so I innocently thought the problem was me. If I could implement the right strategy in working with this department…find the right system…I could improve performance. I tested numerous systems to try to increase their productivity, but nothing seemed to work.

I was wrong. The experience taught me a valuable lesson. 

You can have the best systems…the best strategies…the best programs…and still struggle with the performance of a team. Sometimes it’s not a systems problem.

Sometimes it’s strictly a people problem.

I realized the problem was the leader in this department. This person always said what I wanted to hear. She was nice to me personally. She talked a good game, but she was grossly under-performing and bringing her department down with her. Through due process, and after trying to work with this leader to improve, I eventually had to replace her leadership and the department dramatically improved, almost instantly.

Since then I’ve always tried to remember:

Never try to handle a people problem with a systems approach.

Handle people problems, with people.

This doesn’t mean you’ll always need to replace the people, but you seldom improve people problems with better systems. You improve people problems by improving people.

Many times, in my experience, we try to create systems when the problem isn’t a systems problem, it’s a people problem.

Knowing the difference between a systems problem and a people problem, and being mature enough to handle it, will make you a better leader.

Have you seen organizations and leaders create systems, instead of handling the real problem? 

(Churches are notorious for this, by the way. We try to solve problems in people’s lives, for example, by creating rules, systems, programs, etc, designed to help make them better people. The problem is it’s not a systems problem. It’s not a program or committee problem. It’s a people problem. If their heart doesn’t change, the problem will continue. That’s the subject of another post.)

Where’s the Loyalty? How to get the most out of your team even in the most trying times

This is a guest post by Jeremy Kingsley. Jeremy is a professional speaker, best-selling author, and the President of OneLife Leadership. Since 1995 he has spoken to over 500,000 people at live events around the world. He has given over 2000 keynote speeches and his messages have reached millions through radio, television, and the internet. Jeremy holds bachelors and masters degrees from Columbia International University. He is the author of four books, his latest: Inspired People Produce Results – (McGraw Hill 2013). Jeremy lives in Columbia, South Carolina with his wife and two sons. Learn more at www.JeremyKingsley.com

Lack of loyalty is a serious problem in organizations everywhere today.

No longer do people join a company and devote the rest of their working lives to it. Companies are, of course, not exactly known for offering up thirty or forty years of employment, a gold watch and pension plan.

Organizations preoccupied with short-term, bottom line thinking often view their employees as little more than resources to be hired, fired, and manipulated as the need arises.

Both sides pay a price for this lack of loyalty. Workers are naturally less happy on the job when they sense little or no loyalty from their employer. I agree with Carmine Coyote about how the negative impacts on productivity are truly alarming:

People expect to be continually under threat of layoff, so they keep their resumes permanently on the market, changing jobs without concern for anything save their own short-term advantage.

Top level emphasis on quick, short-term returns (especially to themselves), permeates the organization as a whole, leading to everyone focusing on what will give them the biggest, quickest return—even if that means elbowing colleagues out of the way, playing the dirty politics, or hyping resumes to leverage a quick move somewhere else that is paying a few bucks more.
Loyalty to colleagues can turn into an us-versus-them attitude toward those higher up.

Worst of all, people feel devalued and see their work as less and less worthwhile. This creates emotional and psychological stresses and problems that go beyond the workplace and may last for some time.

What can you do to avoid this terrifying outcome? Learn from others.

A century ago, Ernest Shackleton was one of the most renowned explorers of his time. Today, however, Shackleton is best known for a failed mission. In January 1915, while trying to be the first to journey across the Antarctica, he and his men aboard the Endurance were trapped in pack ice in the Weddell Sea and forced to abandon the ship. They floated on icebergs and paddled three small lifeboats to reach a remote, deserted island. From there, Shackleton and five men embarked in one of the lifeboats on an eight-hundred-mile voyage through some of the planet’s stormiest waters, landing more than two weeks later at South Georgia Island in the South Atlantic. After a rest, Shackleton and two of his men hiked and climbed across treacherous mountains to a whaling station, where Shackleton procured a ship and sailed to rescue his comrades. Every member of the twenty-eight-man crew returned home safely.

Margot Morrell and Stephanie Capprell, in their book Shackleton’s Way, list eight principles Shackleton applied to forge unity and loyalty among his team. As a leader, Shackleton was ahead of his time. His principles are just as important in today’s modern workplace as they were in the Antarctic a hundred years ago:

  • Take the time to observe before acting, especially if you are new to the scene. All changes should be aimed at improvements. Don’t make changes just for the sake of leaving your mark.
  • Always keep the door open to your staff members, and be generous with information that affects them. Well-informed employees are more eager and better prepared to participate.
  • Establish order and routine on the job so all workers know where they stand and what is expected of them. The discipline makes the staff feel they’re in capable hands.
  • Break down traditional hierarchies and cliques by training workers to do a number of jobs, from the menial to the challenging.
  • Where possible, have employees work together on certain tasks. It builds trust and respect and even friendship.
  • Be fair and impartial in meting out compensations, workloads, and punishments. Imbalances make everyone feel uncomfortable, even the favored.
  • Lead by example. Chip in sometimes to help with the work you’re having others do. It gives you the opportunity to set a high standard and shows your respect for the job.
  • Have regular gatherings to build esprit de corps. These could be informal lunches that allow workers to speak freely outside the office. Or they could be special holiday or anniversary celebrations that let employees relate to each other as people rather than only as colleagues.

If you demonstrate a strong measure of loyalty to your team, you’ll find that same measure of loyalty being returned to you. In these trying times – inspiring loyalty will help you get the most out of your team and lay the foundation for lasting success.

What do you think?

12 Ways to Make Yourself A Valuable Team Member

Recently someone came to me for advice in starting a new position. He wanted to know how he could set himself apart and make himself a valuable team member. I loved the question. It shows intentionality and purpose. I decided not to give him just a few suggestions, but to give him a dozen.

Here are 12 ways to make yourself valuable as a team member:

Be an encourager of others on the team

Embrace change willingly

Remain positive when others are negative

Laugh deep and smile often

Value other people’s opinions

Remain steadfast to vision and values

Be flexible with methods

Genuinely love people

Give more than required

Think critically for improvement

Have a servant’s heart

Never gossip or talk bad about another team member

What would you add to my list?

A Strong Word Every Leader Must Learn

This is a strong word every leader must learn. Sadly, many of us learn it the hard way. We try to please everyone. We live for the approval of others. Only to find out that…

It’s often not that some people don’t like your leadership…or don’t like you as a leader…

The strong word to learn is:

Sometimes people don’t like their life.

Your leadership simply gets blamed by default.

It’s a hard lesson, but learning it keeps you from feeling defeated when unhealthy people do unhealthy things and blame it on your leadership. They’ve been injured by others and now they blame everyone around them. You are in the leading position, so you are often the recipient of the greatest blame.

Learning when this is the case will make you a better leader.

You can’t lead people effectively who are unhealthy personally, either emotionally or spiritually. That’s why much of leadership is helping people get better so the team can get better so your leadership can get better.

Have you ever tried to lead people who were unhealthy and took it out on others?