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‘Body Language Hands’ – How to Immediately Win More Negotiations

“People use their hands to add meaning to their words. To capture more of their meaning, listen to their hands.” -Greg Williams, The Master Negotiator & Body Language Expert

Do you observe the body language of someone’s hands when you’re negotiating? To win more negotiations, you should listen to their hands! Hands convey a lot of hidden information in a negotiation.

There’s so much information conveyed by the way someone uses their hands. People use them to show appreciation by clapping. They display their hands to exhibit displeasure in other ways (i.e. sitting on their hands).  They also use their hands when speaking? Hands give insight into the thought process that someone has. As someone is speaking, their hands add or detract from the message they’re delivering; you do the same when you’re conveying information, too.

When there’s a difference between someone’s words and their body language, pay more attention to their body language. It will disclose someone’s intent more than their words. Consider the following lightly when conversing with someone. Consider it more strongly when you’re negotiating.

Hands close to the body:

The closer someone has their hands to their body, the more guarded are their thoughts. You’ll see this display when someone senses perceived threats to their well-being. Their hands are in that position to protect themselves from perceived indifference.

If you see this in a negotiation, it may behoove you to put the other negotiator at ease. Based on what caused him to display his guarded gesture, you may have to address that point before you can induce the comfort you seek to invoke in him.

Hands with interlocking fingers :

When you observe a negotiator in this position, he could be displaying a demeanor that states that he’s not open to your offer, suggestion, or counteroffer. To confirm your observance, consider questioning him about the meaning of his display (e.g. I noticed you have your hands closed and your fingers locked. That usually means that someone (use ‘someone’ to avoid ‘you’ – the latter may make him defensive) is not open to something that has occurred. Is anything wrong?). Then, note his response. If he unlaces his fingers and opens his hands, while saying everything is okay, ask him to proceed. Two things will have happened. One, you will have altered his body language, which will entice him to become more mentally receptive to you and your offers. Two, you will have given him the lead in the negotiation. Based on what he does with it, he’ll give insight about what caused the initial display that you brought into question. And, he’ll give vision to what he’d like to discuss. That will highlight what’s important to him.

Hands pushed away palms out:

Take special note of this gesture because it indicates that the originator wants no part of what caused him to display the gesture. You can note future discernment by the degree that he forces this gesture outward. Also, be aware of this gesture when the other negotiator voices his assertion that he’s in agreement with you. In this case, his body language belies his true feelings. Believe that more than his words.

There are other hand gestures that give insight into a negotiator’s thought process. We’ll leave those to discuss at another time. For now, note the signals mentioned above. In so doing, you’ll be more perceptive. That will assist you in winning more negotiations … and everything will be right with the world.

Remember, you’re always negotiating! 

After reading this article, what are you thinking? I’d really like to know. Reach me at Greg@TheMasterNegotiator.com

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.TheMasterNegotiator.com/greg-williams/

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Growth Management Personal Development

Executive Leaders: Give a Different Kind of Gift this Holiday

As I considered what I wanted to write about this month, I read through the feedback cards from the leaders in a recent program I’ve been doing for an organization in Mississippi. What’s cool about this organization is that they really connect the dots between leadership development, employee engagement, customer engagement, and ultimately, the bottom line. Not to brag, but I’m happy to say that we received consistently positive, glowing feedback. Okay, I guess that was a bit braggy, I digress. The comments that I received over and over from this and from many of my programs, is that I helped leaders to see what they may not have seen or struggled to see about themselves, and this will help them to be better leaders.

As I was walking through the airport recently I saw a service dog walking with a gentleman who was blind. As I walked along, lost in my own thoughts, I realized that we are all a bit blind in one way or another.

Before you can lead others, you must be able to lead yourself. So self-awareness, or intra-personal info is necessary before you can build inter-personal relationships. We always work on self-awareness first in my coaching and leadership development programs, and we do this by having everyone complete a self-assessment. Heck, this is our starting point regardless of what kind of program I’m facilitating, and regardless of the participants’ roles within the organization.

And we don’t stop there. We pay it forward. We give the gift of this self-awareness to team members, so that everyone in the organization is speaking the same language.

But, back to my guide dog analogy. As a leader, your job most often involves serving as a coach for your team members. Your role is to help them to see what they can’t see about themselves. You guide them around potholes and missteps, and help them to learn from every experience.

If you would like reveal the blind spots in your leadership and your team members and give the gift of self-awareness this Christmas, here are a few quick tips:

Understand that every team member has a preferred way of doing things and accept that your preferred way isn’t the only way. Have everyone on your team take a self-assessment. But for the love of all that is holy, don’t stop there. Get some good coaching to help everyone interpret and understand their results. Just handing someone a report and expecting them to read and interpret it on their own is a complete waste of time and money (or as my Mama would say, “That and a dollar will get you on the St. Charles streetcar!”).

Ask open-ended questions. Influential leaders don’t necessarily have all of the answers, but they do ask great questions.

Use stories, analogies, and examples to give context to what you want your team members to really get. Remember, people would rather use Tabasco for eye drops than listen to someone lecture! Tony Robbins says it a little differently: “Information that is not attached to emotion is not retained.” Stories evoke emotions. Use em’.

To be a good coach, you need to have a good coach. Hire one. I did. Professional athletes do. It’s pretty hard to see the label when you’re inside the wine bottle… er, or as my coaching client said recently, “ I don’t know what I don’t know, Jen. That’s why I need you to help guide me along this leadership path.” A good coach helps you to not only see your own blind spots, but to identify and leverage your strengths.

Invest in team and leadership development. Notice I said invest. You should be able to expect ROI, such as improved communication, amped up employee engagement, enhanced customer service, and ultimately, a beefed-up bottom line. And don’t forget to measure the results.

As a coach, your role isn’t so much to teach people WHAT to think, but rather to teach them HOW to think – for themselves. It’s a fine distinction, but you don’t want to create order takers who need to be spoon fed and told what to do. By asking for their ideas, opinions, and suggestions, you’ll help them to think in terms of solutions and options.

Be a lifelong learner. You can’t give to others what you haven’t first learned. ‘Nuff said.

In my experience, most people need a guide on the side, a coach to help them along the way, because we’re all a bit blind in one way or another. What a way to spread your love and appreciation to your team members! Just remember that this is an ongoing process, a journey, and it’s the gift that keeps on giving.

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

To receive solutions to your people problems in your inbox every month, and to receive our report: “7 of Your Biggest People Problems…Solved,” click here.

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Growth Management Personal Development

9 Ways Leaders Can Prepare Key Players for the Unexpected

What if one of your key players:

  • got a once-in-a-lifetime job opportunity and left your organization?
  • was in an accident?
  • had a family emergency and was out for an extended period?
  • God forbid, died suddenly?
  • got sick and was in the hospital?
  • won the lottery and said adios amigos?

This week has been a bit challenging, but nowhere near the catastrophe it could have been. My computer hard drive unexpectedly crashed. Since a majority of my work and business are contained on that hard drive, it truly could have been devastating. Fortunately, though, I was prepared with backups to a local external drive and to an online/cloud service. So, yes, it has been inconvenient, but I didn’t lose data thanks to my backup plans.

This experience got me to thinking about how, as leaders, we need to make sure that we have backups for our people, not just our data. Would you be prepared if some unforeseen event happened?

I know no one wants to think about such things, but as an executive leader, you have a responsibility to ensure that your business operations could continue if some unforeseen event like this happened. Pulling the covers over your head, burying your head in the sand, or sticking your fingers in your ears won’t help you if one of the above events occurs. (I know. I’ve tried.) Author Ryan Holliday says that we should literally engage in negative thinking. For you leaders, that might mean thinking about worst case scenarios so that you can set up contingency plans to deal with the unexpected challenges that might crop up.

Organizing a contingency plan for your people is just good business. While many think that succession planning is just the HR Director putting names in boxes on an organizational chart, it’s actually about thinking ahead and being prepared, and yes, even thinking about the worst case scenario. And BTW, succession planning isn’t just for the CEO. If you’re a leader of a division, department, or a small business, you still need to think about this and be proactive. And repeat after me: It doesn’t have to be complicated.

Steps that you can take to jump-start your succession planning:

1. Start today. There’s an old Chinese proverb that says: “The best time to plant a tree was 20 years ago. The second best time is now.” Identifying and prepping someone to step into a leadership role can take some time, but you’ll be so glad you did if the unexpected happens. Just do it.

2. Don’t go it alone.  Get your leadership team, your board, and any other stakeholders involved. You’ll want their input and perspective on this.

3. Discover the skills and strengths of team members. If you’ve never taken the time to do this, the whole process will be beneficial for everyone involved. You may unearth a latent talent or strength that a team member has never put to work for your organization. Ideally, you want to have everyone working in their areas of strength so that they’re making their maximum contribution to the organization and they’ll feel engaged and dialed into their work. (If you’d like some help with this, give me a call. We’ll work with you to determine the best tools to help you tap into the strengths of ALL of your team members.)

4. Identify high potential leaders. Regardless of their current role, look for people who exhibit the characteristics and strengths needed to be successful in the leadership position.

5. Include high potential leaders in strategy discussions. Show him the big picture so that he has context and a broader perspective of the organization.

6. Assess your high potential leaders’ interest, willingness, and enthusiasm for taking the reins one day. No matter how good you think he might be, if he says he never, ever wants to be in a leadership role, you may need to look for someone else.

7. Offer coaching and training to top performers. How will you need to invest in her today, so that she’ll be ready tomorrow? While she may have the technical skills necessary for her current role, she’ll likely need some help with things like communication, delegation, coaching, and performance management.

8. Identify talent gaps. As you go through the process of identifying high-potential leaders within your organization, make note of where you may be lacking talent or skills.  Keep your succession plan in mind when hiring and recruiting and see if you can fill those gaps.

9. Refresh, revise, update. Your succession plan doesn’t have to be complicated, but it should be a living document that you update regularly as people, circumstances, and the business environment change.

Working through this process may open your eyes to the strengths and talents of the folks you’ve already got on your bench. And from my experience, helping your employees to recognize their strengths and putting them to work will cause them to be more engaged and eager to contribute their best.

Succession planning, like backing up the data on your computer, may seem like a task you can put off to another day. I encourage you to view it as insurance against a business-busting catastrophe. Just do it. You’ll be glad you did.

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

You might also like:

Why You Shouldn’t Bother with Strategic Planning Until You First Do This

The One Program Your Organization is Missing

Ten Tactics for Leading Through Tough Times

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Growth Management Personal Development

The ONE Program Your Company is Missing

I see young business professionals entering the workforce, and they’ve got all the technical training out the wazoo (now, that’s a technical term for ya!) and often they’ve got degrees to the point that it looks like alphabet soup behind their names, but they are far from having what it takes to be successful in today’s work environment.

They really need a guiding hand, tips, strategies, and techniques for how to APPLY their training and education in the real world of their job. What they need in short, mon ami, is mentoring.

“What exactly is a mentor?”

A mentor is someone who commands a certain degree of respect, either by virtue of holding a higher-level position, or because of experience doing the job. Mentoring is most often defined as a professional relationship in which an experienced person (the mentor) assists another (the mentoree, mentee, or protégé) in developing skills and knowledge that will enhance the less-experienced person’s professional growth. A mentor takes a special interest in a person, and in teaching that person skills and attitudes to help him succeed. Think Mr. Miyagi and Daniel-San from the movie The Kirate Kid. 

A term that you often hear in Cajun country is comme ca`, which translates literally to “like this/like that”. As a kid when a parent or grandparent was teaching us something, they would say, “Comme ca” as they demonstrated the task. In a similar way, a mentor is someone that a less experienced employee can go to and ask questions, have a task demonstrated, and generally bounce around ideas.

Companies who are on the right track are creating structured mentoring programs to help less experienced team members get acclimated quickly and start progression in their career.

Here is what you are missing out on if you don’t have a mentoring program:

1. Orienting the new employee to the organization’s culture. Knowing the culture is almost as important as doing the job well. Job satisfaction comes not only from good performance evaluations but also from feeling that she fits in, has friends at work and can be herself.

2. Talent Development. A mentor can help the new employee learn the skills particular to this position, apply their education or training on the job, and most importantly, develop the confidence to perform the job well.

3. Knowledge sharing. With baby boomers retiring at record rates today, organizations are suffering major “brain drain” as retirees take all of their knowledge, experience, and wisdom with them as they head for Margaritaville. Mentoring partnerships offer opportunities for knowledge sharing and tapping into knowledge capital within the organization.

When I took one of my first real “big girl” jobs, I was so fortunate to have an executive leader take me under her wing. Her advice and counsel were invaluable to me. Whether or not your organization has a mentoring program, you can become a mentor.

Suggest the creation of a mentoring program within your organization. If that doesn’t fly, there’s nothing to prevent you from taking on a protégé on your own in an informal capacity. Sure, I know you’re busy, but just think how much knowledge you have and how much you could help an uncertain, insecure young team member find his way in the wild world of your organization!

How to be an effective informal mentor:

  • Be the guide on the side, not the sage on the stage. Remain on the sidelines and let her make her own mistakes. Just be there to help her up after she falls. Provide guidance and suggestions when asked, but don’t take it personally if she doesn’t go with your suggestions.

 

  • Give generously.  Just like Zig Ziglar said, “You can have anything you want if you just help others get what they want.” If you give unselfishly of your time and knowledge, you will get so much back in return! Besides, the lagniappe (added bonus) that you get is that you become known as the trusted go-to guy/gal, which only increases your value within the organization.

 

  • Been there, done that? Share insider secrets. With your experience, surely you’ve made some mistakes in your day. Share with your mentee any landmines – and shortcuts – that you may have discovered along the way.

Mentors are good for the mentee, good for the mentor, and absolutely good for the organization. If you were fortunate and blessed to have someone who took you under their wing, the best way you can honor that person is by taking a mentee under your wing. Don’t pay them back, but rather, pay it forward.

Comment below:

What great experiences have you had with a mentor?

Who is in your life that could learn from you?

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

You might also like:

Why You Shouldn’t Bother with Strategic Planning Until You First Do This

For Leadership Success – Give Your Power Away

Ten Tactics for Leading Through Tough Times

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Growth Management Personal Development

Executive Leaders Should Put Down the Policy Handbook

So many business professionals and executive leaders think we need to have hard and fast rules applied across the board for every situation. Maybe it’s a backlash to the anti-discrimination laws, political correctness, or just fear of ticking someone off. What really slays me is when leaders, in their zeal to be consistent or “fair,” disregard the spirit of the rule or policy and completely forget the bigger picture. A truly effective leader is able to keep things in perspective.

As a “Recovering HR Director,” it always bothers me when leaders want to “legislate” their way out of having to make decisions. They want to create a rule for every occasion, every potential situation, and all circumstances. Each time there is an issue to be addressed, it’s simply stated and defined in the policy handbook and then filed away. The problem is, there are no identical situations. Just as there are no identical candidates for a job, there are no mirror image situations where a rule, policy, or procedure can absolutely be applied. Sure, there will be similar situations, where a guideline can easily be applied.

There will always be exceptions to every rule. And then, judgment, discretion, and yes, discrimination are required of the leader. If not, we wouldn’t need leaders. We could just create a system to apply and enforce rules, let the organization run on autopilot, and save money on those high-dollar salaries! By definition, executive leaders must be willing and able to make decisions. There will always be situations where discretion and judgment are necessary.

Rules alone will not suffice.

Make effective decisions using these tips:

1. Stop right there! Don’t react to a situation, but think about the big picture. Before reaching for the rubber stamp or just enforcing a policy, consider the spirit of the policy as well as the intent and context when the policy was created.

2. Take the time to research any similar situations and how they were handled. Compare those situations to this one, noting any unique conditions.

3. Analyze the situation from all angles and get input from appropriate individuals. Be prepared to take input into consideration, but make the final decision based on all factors.

4. Play the role of Joe Friday (of Dragnet fame), and get the facts. Ask open-ended questions to get the full picture. Open-ended questions typically require more than a one-word response, and therefore elicit more information. Find out what mitigating circumstances may be involved, if any.

5. Put on your “big boy drawers/big girl panties” and just do it! Make your decision and stand by it.

Share your thoughts on executive leadership decision-making and workplace policies. What tips would you add to this list?

What are some of the decision-making strategies that have worked for you?

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

You might also like:

Why You Shouldn’t Bother with Strategic Planning Until You First Do This

For Leadership Success – Give Your Power Away

Ten Tactics for Leading Through Tough Times

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

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Growth Management Personal Development

What Executive Leaders Should Do During TOUGH Times

Many people are dealing with what can seem like insurmountable challenges right now – maybe you’re dealing with the aftermath of floods/wildfires/hurricanes/tornadoes/(insert your natural disaster here), economic woes, layoffs, or extreme budget cuts. Your team may just flat out not be getting along or working together productively.

While I wouldn’t say that being an effective executive leader is ever easy, I think we’d agree that serving as the top dog during prosperous times is a whole lot more fun than leading during tough times. Being a true senior leader is all about being able to rise to the occasion during those challenging times.

Don’t forget that in uncertain times, you are not the only one who’s stressed. Your team members likely have a tremendous amount of anxiety and as those negative emotions run high, they may vent their frustrations at a co-worker or colleague. As the stress continues, often fatigue and hopelessness set in.

Sorry to be such a “Betty Buzzkill,” but I do offer some remedies.  If you’re on the struggle bus, here are a few tips for dealing with the aforementioned adversity – and/or for anytime you want to be a better leader or just a decent human being.

1. Lighten up. Go see a funny movie or watch a sitcom, serve pizza or po’boys at lunch. Make sure that you take time for yourself to have fun, relax, and recharge your batteries. See my last blog on this one.

2. Be kind and compassionate. Obviously. Everyone is fighting battles that we know nothing about. Use empathy and put yourself in her shoes.

3. Communicate early and often. Now is not the time to hunker down in your office/bunker. Share information, be accessible to your people, and listen to the concerns of your team members.

4. Show interest and concern for each team member. Ask how his family is doing, what challenges he’s facing, and what specific help he needs. Everyone wants to feel empowered and in control. Focus on what action he can take and help him to identify appropriate ways of dealing with the challenges.

5. Be as transparent as possible. If you don’t know the answer to a question, admit that you don’t know. When you have less than positive news/developments to share, do so directly and with respect for how it will impact members of your team.

6. Get scrappy. This is the time to search for more innovative solutions. Get your team involved and tap into their creativity. Get them talking and brainstorming. This is a great way to get and keep them engaged, too. See my previous blog post, Make Your Meetings Meaningful.

7. Exercise. To burn off stress – and all those beignets you ate because you were stressed out. The endorphins will do you a world of good. Encourage your team members to do the same. Why not have a walking meeting?

8. Get enough sleep. Easier said than done, I know. But hopefully, all that exercise will make you tired so you’ll sleep like a baby. Nobody wants to deal with a cranky, sleep-deprived leader during tough times.

9. Spend time with family and friends – but not if they’re the ones causing you stress! Make it a point to be around people who lift you up and make you feel good about yourself. Rather than join the “ain’t it awful club,” surround yourself with positive people who are prone to taking action rather than sitting around whining about the situation.

10. Appreciate and thank others for their efforts. Make a commitment to thank or recognize someone (or three or five someones) each day before your head hits the pillow. I know you’ve heard about the research that indicates that gratitude is a powerful antidote to feeling “meh.” So do it.

Of course there are mornings that you wish you were Don Draper from Madmen so you could pour yourself a drink at 9:00 AM, but sadly, my friend, that would likely only make matters worse. Hopefully, these tips will help you to see these tough times as an opportunity to become a stronger, more effective leader.

Remember that as a leader, you are being watched! You are the role model, the example that others will follow. If you are determined and focused on the positive, likely your team will follow your lead.

CHIME IN:

  • How do you keep your team engaged during tough times?
  • What actions would you add to this list?
  • Post a comment below and share your experiences with our community.

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

You might also like:

For Leadership Success – Give Your Power Away

How to Redirect the Company Culture Ship

How Leaders Can Patiently and Gently Keep Their Team on Track

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

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Growth Management Personal Development

Leaders: Here is Why You Need to LIGHTEN UP

It’s no wonder that stress is at an all-time high. If the 24-hour news cycle isn’t bad enough, on the job we have to deal with downsizing, upsizing, rightsizing, mergers, acquisitions, buyouts, corporate scandals, and the list goes on and on. Not to mention, you and your team members may be facing personal issues, family issues, team conflicts, mid-life crises, work crises, the list goes on!

In our culture, if we don’t feel fantastic, we just pop a pill…  anti-depressants, sleep aids, pain meds, heartburn relief, diet pills, well, you get the picture. Pharmaceutical companies thrive on this negativity.

Sorry for being such a “Debbie Downer” — but I would like to suggest a different approach.

Here is the big idea: lighten up! Now, I know what you’re thinking — “Yeah, but Jen, you don’t know how serious my job/business/position/problem is!”
Well, I’m not suggesting goofing off all day, playing practical jokes on your co-workers, or making fun at someone else’s expense. What I am advocating is working hard, doing a good job, and enjoying yourself along the way. (Radical idea, I know.)

When you incorporate humor, fun, and celebration with your team members you may:

  • Improve customer service
  • Build trust & relationships
  • Strengthen teamwork
  • Reduce stress & conflict
  • Increase productivity
  • Improve employee retention rates
  • Boost morale
  • Increase sales
  • Improve communication
  • Improve employee engagement

Take your job seriously and take yourself lightly.

Your work may not need to be as serious as you’re making it and you may not need to be such a party pooper.

What’s that? You say that the nature of your work is too serious to bring in any kind of fun? Well, I say that’s all the more reason you NEED to bring in fun. I know folks who work in healthcare settings where they are treating cancer patients and terminally ill children. Now that can be pretty grim and depressing work — if you don’t provide opportunities to lighten things up. Their patients don’t need caregivers who are grim and depressed. Rather, they need to be around people who are upbeat and positive.

Take a tip from the Southern Louisianians. They typically need no excuse for a party. Mardi Gras, for example, provides a time for everyone to come together, forget their differences, and celebrate with a certain abandon and “joie de vivre.” Everyone you meet is festive and happy to share in the celebration, hence the common expression, laissez les bons temps roulez! (Let the good times roll.)

Leaders, YOU create the work environment.

You set the tone for what is and is not acceptable.  Why not create an environment of laissez les bons temps roulez year round? Why not create an environment where people want to come to work?

Give a booster shot to your fatigued, overworked, apathetic, unappreciative, cynical team members without spending a lot of green.

Take these tips to LIGHTEN UP your work environment:

  1. Have a Superbowl football pool
  2. Put together a competitive team of some kind — sports, trivia, etc.
  3. Have po-boys or pizza delivered for lunch
  4. Conduct a weekly drawing for prizes
  5. Give out fun awards when you “catch someone doing good,” or playful awards for doing something silly or embarrassing
  6. Hold friendly contests, (maybe riff off of one of the popular reality TV shows), with proceeds going to a charitable cause
  7. If appropriate you may even have themed dress up or dress-down days
  8. Celebrate birthdays, anniversaries, and milestones

Those are just a few things you can do to introduce some lightheartedness into your work environment. Have some fun! Mais cher, laissez les bon temps roulez!

This week: What are you doing to bring a spirit of fun and lightheartedness into your organization?

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problem

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

You might also like:

The Duct Tape Activity: 5 Requirements of a Successful Team

Leaders: Do You Have Employees or Team Members?

4 Ways to Practice Humility in Business Communications

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Growth Management Personal Development

5 Steps You Can Take to Reshape Your Company Culture

Executive leaders hear a lot of talk nowadays about the importance of company culture, and I can sense that some people haven’t quite bought into the concept. I’m sure that some see it as a soft, feel-good slogan, but in fact research shows that having a positive work culture is a hardcore business practice.

Say you’ve already bought into the importance of your work culture, it’s still tempting to look for the “hack” or shortcut to creating your company culture. Wouldn’t it be great if you could just click on the ‘download’ button and, after just a few short minutes, (depending on your bandwidth) voila, your new company culture would be installed?

We all know it’s not that easy. Your company culture is a big ship, it didn’t get where it is in the blink of an eye, and it will take some time – and effort – to turn that big ship around.

Those efforts will need to begin with a cohesive, committed, collaborative leadership team. Notice I didn’t say you should start with a strategic plan. That’s where many organizations start, and that’s their first mistake.

If your leadership team is pulling against one another instead of all rowing in the same direction, all of the strategies and all of the plans in the world won’t work.

First, I work with leadership teams to help them to function like a true team so that they can achieve results in a much shorter time frame. Once we’ve accomplished that, then we get to work on strategy.

I encourage executive leaders, managers, and senior level executives to think about what kind of experience they want to create for their customers and then what kind of environment they want to cultivate for their employees. The two are intertwined.

Here are 5 steps that you can take to reshape your company culture:

1. Provide challenging work. Research shows that ease is actually a path to dissatisfaction. In fact, when it gets easy, we tend to check out. Yeah, who knew? So provide work that allows team members to stretch, use their strengths, and feel useful and valuable.

2. Know what business you’re in. Harley Davidson is not just in the motorcycle business and Zappo’s is not just in the shoe business. Organizations like these are all about creating exceptional experiences for their customers. Ensure that your employees and your team members understand the business they’re in and this will drive the company’s work culture.

3. Put people over profits. Your team members will treat your customers no better than you treat your employees. Take an interest in your people. Ask what they’re working on, struggling with. Talk to them about their learning and career growth goals.

4. Don’t assume that no news is good news. Ask for feedback. Ask employees what you could be doing better. Ask how the work environment could be improved. Ask what employees like and dislike about their jobs. Ask, ask, ask. Listen and then take action to make whatever improvements you can.

5. Don’t take yourself or your business too seriously. I recently flew on Southwest Airlines after they’d had a major computer outage. Needless to say, there were delays, passengers were, uh, cranky, and stress was high. Once in flight, our flight attendant had everyone in stitches, served drinks on the house, and literally turned what could have been a nightmare into a pleasant experience. Southwest has worked hard to build a fun company culture. Team members are given latitude and encouraged to express their sense of humor. Build in fun and team activities to your culture wherever you can. Allow time for informal gatherings, even if it’s just for lunch or a fun snack break.

Revamping your company culture can seem daunting, but you can do it by consistently applying these business communication practices over time. The message must come from the top and be consistent throughout all levels of the organization. Oh, and in case you didn’t pick up on that: consistency is the key.

CHIME IN:

  • What would you add to this list?
  • What are some areas where you’d like to improve?
  • How have you created a positive company culture in your organization?
  • Leave a comment below and share your insights with our community.

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

You might also like:

Four Signs You’re Sabotaging Your Team (and How to Stop)

For Leadership Success – Give Your Power Away

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Growth Management Personal Development

Humble Leaders Have the Greatest Inner Strength

I know that may come as a shock to you, but it’s true.

The dictionary defines humility as the quality of being modest, respectful, or humble. Humble is defined as modest and unassuming in attitude and behavior; feeling or showing respect and deference toward other people; not proud or haughty; not arrogant or assertive.

You may be thinking that definition sounds wimpy or weak. Au contraire, my friend! Humble people are those who actually have great inner strength. They are so secure and confident in their own abilities and worth that they don’t need constant approval or limelight.

As a leader, your job is to get the work done through your team members. And don’t forget, management and leadership are not one and the same. Managers manage things, processes, systems, resources, etc. Leaders inspire, engage, and influence people. Leaders have followers who want to give their best effort. Successful executive leaders cause people to choose to perform at their best.

Use these four strategies to practice humility in your executive leadership:

1. Let the other person shine, be the star. It’s not about you and your accomplishments. Your job is to draw out what was left in, not to put in what was left out. Prepare your team members for success and then step out of their way and let them shine.

2. Try being more interested in the other person than you are in yourself. Ask questions, and show a sincere interest in what’s going on in the other person’s life. Notice I said sincere. People can spot a phony baloney a mile away. Faking interest in someone else just so you can get something you want borders on manipulation, and that is definitely NOT what we’re talking about here.

3. Admit you don’t know everything. This is truly humbling. It can be harder than apologizing or admitting you’ve made a mistake. Allow someone else to have the answer. Be open to learning from everyone, regardless of their title.

4. Look for ways that you can be of service to others. Listen, really listen to what people say. Note their interests, concerns, and anything else that you learn about them. Keep your ears open for ways that you can help them or connect them to someone else who can fill a need.

Case in point:

I once introduced myself to someone at a professional association meeting and enjoyed chatting with him for several minutes. By the time we parted, I knew his name, where he lives, his educational background, what he does professionally, where his kids go to school and their favorite sports teams!

Two months later he was the featured speaker at another association meeting, where he spoke on the importance of humility and authenticity in leadership. Later, he asked a colleague my name and wondered aloud if we’d met before. He had no memory of our conversation! That’s because it had been all about him. He didn’t ask any questions about me, nor did he give a hoot about me. By the way, his presentation went over like a lead balloon. Like I said, people can spot a phony baloney a mile away.

Taking a piece of humble pie is about being able to forget yourself and focus on encouraging and developing others.

CHIME IN! What will you:

  • start doing,
  • stop doing, or
  • continue doing

to develop more humility in your role as an executive leader? Use the comment box below and share your plan with us!

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

You might also like:

7 Ways Leaders Can Prevent Employee Disengagement

For Leadership Success – Give Your Power Away

8 of the Best Kept Leadership Communication Secrets

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Categories
Growth Management Personal Development

Executive Leaders: Are You Showing Your Team the Coastal Erosion?

As a business professional, a team member, a CEO, or senior level executive, do you know clearly what the big picture is for your team? What are the long-term goals and objectives? If you don’t know, why not ask? Being clued into the big picture is crucial in business.

On a recent helicopter ride, I was able to see my neighborhood and familiar sites from a completely different perspective. In fact, things looked so different from this vantage point that I had trouble figuring out where we were. (Never mind that I am directionally challenged anyway!) Thankfully, the pilot pointed out some landmarks to help me out.

I was able to clearly see how coastal erosion has affected my state of Louisiana from this vantage point. I was able to see the big picture and why efforts to preserve our coast are so important. When you are living in the coastal erosion, you cannot see it, but from above, it was quite a shock.

As an executive leader, do you keep your staff and colleagues “in the loop” as to where you want the team to go? Do you show them the bird’s eye view and let them in on maybe even the not so great happenings? Or are your employees simply living within the coastal erosion, blind to the daily degradation?

A number of studies have shown that one of the biggest sources of employee satisfaction is knowing where their contributions fit into the big picture or the overall success of the organization. Employees like to know that they are making a difference! If employees don’t feel they’re contributing or don’t know how their work makes a difference, then they will be more likely to become disengaged.

For instance, my client, Stanley, accepted a promotion to oversee a new division of his company. Shortly after taking over, he scheduled a staff meeting, bringing in to his office all of the people who now reported to him. He gave them an overview of the current status of the company, where they were heading, and, most importantly, what his expectations were. With this “aerial view” of the company, he explained how each could best contribute to the achievement of the company’s goals. He did not sugarcoat the hard facts, either. He told them where some serious work needed to be done.

Stanley announced that these meetings would be held twice monthly and each person would be expected to provide status reports, updating everyone on their area of responsibility. He encouraged the sharing of information amongst team members so that suggestions and advice might be offered to help each other out.

Stanley later reported to me after that first meeting that team members were floored by this new practice. He received feedback and numerous emails from staff, telling him how much they appreciated this method. He didn’t think much of it, but apparently, these team members had never really felt “in” on things before. They felt valued when their leader took the time to clue them into where they were and where they were heading.

Whatever your job entails, never underestimate the value of stepping back to look at the big picture. And leaders, don’t forget to let your people in on the overall plan and scheme. Even when the outlook may not be great, people would still prefer to know the reality of the situation than to be left in the dark. Plug employees in to the power of the big picture!

What will you:

  • Start doing?
  • Stop doing?
  • Continue doing?

to show your team the aerial view? Share your action steps by posting here. Your colleagues can benefit from your plan to be a better leader.

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

You might also like:

8 of the Best Kept Leadership Communication Secrets

7 Ways Leaders Can Prevent Employee Disengagement

Managing for Maximum Performance

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

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