Phillip Van Hooser - Transformational Leadership

In this video post, I debunk the “leadership lie” that says leaders shouldn’t get close to their people. I also clarify the difference between “managing” vs. “leading” people and explain what “getting close to” followers should really mean for leaders.

The Leadership Lie: Leaders, Don’t Get Close to Your People

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

In this video post, I share a lesson from Ft. Bragg Special Forces on the impact and significance of leaders who commit to support and serve their followers.

Leadership Lesson from Ft. Bragg

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

Leaders, we’re busy people. We have lots of responsibilities and objectives to accomplish every day. Here’s one thing we can do that will exponentially improve our relationships with employees and provide us with valuable information and insights for doing our jobs.

Learn to listen. Actively listen. Stop what you’re doing when people start to communicate with you and look at them, look them right in the eye. I know the challenges, many of us pride ourselves on being multi-taskers, we can use electronic equipment, we can walk, we can talk, we can fill out paperwork, we can do any number of things all while supposedly listening to the people speaking to us. I’m not even going to challenge the fact that you might be able to do that well, because there are good multi-taskers out there. But it really makes very little difference if you’re good at it or not. The message that we send to the person speaking to us—that we’re hopefully listening to, as we go about these multi-tasking activities—the message that we send to them is that they don’t have our attention and we’re not fully focused on them and from a leader/follower relationship that can be. . .well, that can be very bad.

What I’m encouraging you to do is that the next person that walks up to you and begins talking to you, you stop. You stop whatever you’re doing. You square yourself up and you look right at the person and you continue to look at them for the duration of whatever they’re communicating. You listen to them for the next twenty seconds, the next two minutes, the next twenty minutes, as the case might be, by looking squarely at them.

When you do this, people are going to respond to you differently because they know you’re now listening and listening with effectiveness. And from a leader/follower relationship that can be. . .well, that can be very, very good!

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

For more tips on communicating for leaders, check out this video segment.

How many times in your role as leader have you experienced a clashing of attitudes or ideas with one of your followers or even another employee? How often are you called in to mediate or resolve situations where people just don’t see eye to eye on an issue? It happens frequently, doesn’t it? And if you’re like most people, you find these situations uncomfortable and full of emotional minefields.

As leaders, we recognize that problems like these need to be addressed, but so many of us hate and therefore avoid the confrontation we know needs to take place. We say things like, “this will only make matters worse.” “I’m not sure I can control my emotions.” “Maybe if I give it some time, the issue will resolve itself.” Do any of these sound familiar? Probably so. Unfortunately, it is at best, wishful thinking.

Knowing how to successfully manage confrontation is a skill that all leaders need in their toolkit. If you’ve been avoiding confrontation for fear of doing more harm than good, consider equipping yourself with these techniques for managing the situation effectively.

1.  Prepare yourself in advance. Clearly determine the cause for the confrontation. Are you addressing a performance issue, an unacceptable attitude or perhaps a safety issue? Also determine the purpose or the goal for the confrontation. What do you want the confrontation to achieve? How do you want to be perceived after the confrontation? With these answers in mind, it will be easier to stay on target during the confrontation.

2.  Do not procrastinate if a confrontation is necessary. Many leaders try to convince themselves that the problem with work itself out or dissipate if left alone. Putting off what needs to be addressed allows more time for emotions to grow and frustrations to fester. The reality is that bad news does not get better with time.

3.  Avoid extreme emotional involvement. Never initiate a confrontation when you are emotionally charged. This is difficult, but that is why preparing yourself in advance is so important. 

4.  Choose carefully the time and place for the confrontation. Go behind closed doors if possible. Confrontation in front of an audience invites embarrassment and offers undue opportunities for “emotional performances.”  Consider timing the confrontation at the end of the work day. This gives the other person an easy exit for cooling off and considering the issue.

5.  Work to determine the other person’s driving needs. Try to evaluate the issue from their vantage point.

6.  Willing accept some measure of responsibility for the situation - admit fault if you are to blame in part or in total.

7.  Allow the other person time to vent. Remember, you have had the advantage of sorting through your emotions before initiating this confrontation. Give the other person the same opportunity.

8.  Zero in on the problem, not the person. Positive confrontation focuses on the problem. Negative confrontation focuses on the person. Frame the conversation in terms of specific expectations for future performance. Encourage feedback regarding alternative solutions or approaches for managing the issue.

You may not find a solution immediately. You may never completely agree on the issue. But a leader’s responsibility is to address difficult issues and ensure steps are taken to work toward a mutually agreeable solution. It’s hard work - great leaders can’t avoid that.

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

Just a few days ago, I was traveling through Ocala, Florida, when I decided to stop over for dinner with an old friend. I lived in Ocala when I started my company and began sharing my leadership philosophy professionally.We were about to order when I felt someone tap me on the shoulder.

“You’re Phillip Van Hooser,” the stranger declared confidently. “An older version of the Phillip Van Hooser I used to know, but I’m sure it’s you. I would recognize that voice anywhere.”

I was both honored and confounded. His face looked vaguely familiar. But I had no idea who I was addressing.

“You’re right. I’m Phillip Van Hooser. But, you have me at a disadvantage,” I said. “I’m sorry, but I don’t recognize you.”

The stranger smiled broadly. “No need to be sorry. It’s understandable. It’s been at least 20 years since we’ve seen each other. And I know with your work you’ve seen a bunch of people since then.”

Eventually, the stranger revealed his identify. I discovered this guy had been part of the very first supervisory training program that I conducted for a Florida manufacturing company way back in 1988. He and about 30 of his supervisory colleagues were “lucky” enough to be on the receiving end of a 37-week, 100+ hour training series led by me-a very enthusiastic, though at that time, unproven trainer.

We spent the next few minutes catching up. Jim told me he was still a supervisor with the same company and was now in his 32nd year. Over the years, the company had faced many challenging times. As a result of acquisitions, recessions, reorganizations, etc., the company had been reduced in size by more than fifty percent. Many of my supervisory students had since left the company-some by choice, some by invitation. However, Jim proudly proclaimed himself one of the “survivors.”

“What’s your secret, Jim?” I asked. “How have you managed to be successful for the last three decades in such a tumultuous business environment?” I asked.

“It’s really very simple,” he declared. “Every day I strive to do the four things my mother told me to do many years ago when I landed my first job.”

“What four things?” I asked.

Jim proceeded to share four simple initiatives that I suggest every leader would do well to emulate.

1) Every day, do what you’re told to do.

We all answer to someone. And ultimately, someone somewhere is being held accountable for the work we are supposed to be doing. The process works better for all involved if we embrace our work assignments with a high level of professionalism and commitment. Whether the task assigned us is critical or mundane; exhilarating or exhausting; visible or anonymous, we should work with an unwavering conviction to do what we are told.

2) Do what you’re told to do, when you’re told to do it.

Nothing is more frustrating or infuriating, than to expect someone to do something, only to discover later that it has not been done within the time constraints that were established. Need an example? Think appliance repair person. You sit at home waiting for hours for the appearance of the repair person because you were told to expect them “sometime between 11:00 and 4:00.” When they never appear-or even call with an explanation-who gets a call from you? Of course, you call their boss and proceed to give that person an ear full. It’s all so unnecessary.

3) Do what you’re told to do, the way you’re told to do it.

Though creativity and imagination are flaunted by many, it’s consistent performance and flawless follow through that pay the bills. We’re instructed to do a job in a particular way not to insult our ingenuity or to restrict our resourcefulness, but because the way we’re told to do it has been proven to work in the past or it is what the customer wanted and was promised. Either way, following the beaten, established path-doing what you’re told to do, the way you’re told to do it-helps avoid the hidden (and unnecessary) hazards of unknown terrain.

4) And while doing what you’re told to do, always strive to make your boss look good.

“Sure, that’s great,” you may be thinking. “But what if I don’t like my boss? Why should I go out of my way to make her look good?” That’s simple. You do so, because she’s still your boss. You wouldn’t want (or appreciate) an employee who did things to make you look bad simply because they didn’t like you personally. So, don’t be that kind of person yourself. Rise above your initial inclinations. Prove your professionalism. Remember, like it or not, the person who exerts more control over your professional future than any other single person is none other than your dear old boss. I’m not much of a gambler, but if you make him/her look good, the Las Vegas odds makers are betting that your professional chances will improve as well. Now that’s risk worth taking.

Principles such as these generally don’t require a lot of further development and/or explanation. You either “get it” or you don’t. Those that “get it” are still reading this. You understand that success-especially leadership success-is always about putting the team and its members-your followers-first.

But, we must also remember that we are in the positions we occupy, enjoying the opportunities made available to us, because someone-usually that person is our boss-believed in us and our ability to lead. They, therefore, opened a door for us to move through. The least we can do is to do our best to make that person look good. How is the best way to make him/her look good? By doing good work ourselves. Nothing reflects better on an individual than to shine a bright light on the fruit of his/her labor.

As for those who just don’t “get it,” well, they stopped reading this a while ago. They were probably the kids that despite their mother’s warning went outside anyway without their head covered-and promptly caught a cold.

Personally, I think Jim-and his mother-are right on target. The right work, done right, in the right way and at the right time is a concept that never goes out of style. Making your boss look good in the process-now that’s something even a mother could love!

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

Let’s get one thing straight. There are some very conscientious leaders out there who are working really hard to get this leadership thing right. But, as we know, it’s not always easy. And unfortunately, this leadership gig doesn’t come with a step-by-step manual.

Following a recent on-site client engagement, one of the program participants followed up with a very interesting question, wrapped around a less than enviable situation. It’s one that could be encountered by any leader at any time. It involved dealing with performance issues. Here is the question I received:

Q: Phil, have you ever had to address performance issues with an employee after they have just experienced a traumatic event, for example, a death in the family? In your program, one of the barriers to communication that you identified was the working environment. And you specifically mentioned timing. Where does compassion for the individual’s circumstances enter into the equation? Should I wait for some better time to address the performance issues?

Sooner or later, leaders are certain to experience situations with no clear cut answer. Unfortunately, not everything a leader must deal with presents itself as being black or white. The situation outlined in this question clearly falls into one of those dreaded gray areas.

First, I am quick to counsel leaders to be sensitive to the personal needs of their employees and followers. To do less can easily, and unnecessarily, create frustration and resentment that is harbored by the employee for months, possibly years, to come. Leaders should make every practical accommodation to help the individual in question work through their personal difficulties in order to quickly return to their expected level of performance.

That being said, we can not always pick the perfect time as it relates to addressing critical issues with our followers. Pressing performance issues can not, and should not, be ignored. To do so creates the possibility of putting the entire organization, its customers, employees and other stakeholders in a compromising position — a risk not of their own making. As a recognized leader of the organization, it is our responsibility to take the necessary steps to deal with unsatisfactory performance whenever and wherever we might find it.

In situations like the one described in this question, my suggestion is to directly approach the individual concerning the performance issue/s in question. Do not approach in an accusatory manner. Instead, be straightforward in identifying the problem at hand and then move the conversation as quickly as possible to the problem solving mode. While searching for problem resolutions, the employee’s current personal difficulties may or may not be factored into the equation. Each situation will have to be considered on its own merit. But there should be no question that the ultimate goal and expectation is to correct the performance issue that is being addressed. Working together to find a mutually acceptable solution should help the individual bear his/her emotional burden.

While to some the answer might seem to be “wait for the right time - a better time.” My answer calls us to remember this — bad news does not get better with time.

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

In the “Quick Vote” poll on CNN.com yesterday, the question posed was this: “Do You Trust Your Boss?” The poll is admittedly not scientific. But so far, 171,000 plus people have responded and the results say a lot about trust in leadership. 42% of those responding say they trust their boss. 41% say they don’t. 16% indicate they don’t have a boss — possibly trust issues play into this number as well.

For those in leadership positions, most recognize that one of the key elements of the leadership equation is the issue of trust. We also recognize that trust, like respect, does not automatically come with the leadership positions we occupy. Trust must be earned. We earn it from those we desire to lead. But how? I believe there are at least three basic steps involved in establishing and earning trust.

Step 1: Take responsibility! Without question this is the most important aspect in earning trust, and yet, it is often the most overlooked. We are personally impressed by leaders who, in practice, take a little bit more than their share of the blame and a little bit less than their share of the credit. Too often though, human nature leads us to do just the opposite — to take a little bit more than our share of the credit and a little bit less than our share of the blame. Remember, the buck stops where? With the leader, that’s where!

Step 2: Level with your followers. To be a trusted leader requires us to “fess up” regularly. I have a theory about such things. It can be stated this way: We tend to forgive that which we can imagine ourselves having done. We have difficulty forgiving that which we can’t imagine ourselves doing. In other words, followers will accept the fact that you occasionally make mistakes — we all do. On the other hand, they cannot or will not forgive mistakes that their leader is unwilling to admit and take responsibility for. Why? Because they can’t imagine (or stomach) an unwillingness to admit mistakes that are already obvious to everyone.

Step 3: Share your feelings. If we are going to take responsibility and level with our followers, the next obvious step is honest, open communications with them. But please be careful. I encourage you to share your emotions, don’t show them! Don’t assume that your followers can read your mind as to what you are thinking and feeling. They can’t and they shouldn’t be expected to. You are their leader — lead! Step out of your comfort zones and tell your people about the emotions you are experiencing - positive and negative.

These three steps will quickly earn you the reputation as someone that can be trusted. After all, what better poll is there for leaders than that?

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

Building the leadership bench strength of your organization requires a steady supply of leadership talent. Looking within the organization, managers and supervisors should consider opportunities to prepare those around them for ever more challenging leadership roles. That said how do you take these high potential candidates and move them forward to leadership success?

Consider the following progression for empowering employees. The assumption here is that the supervisor is continuously testing and evaluating each individual employee to determine what level of empowerment he or she is capable of assuming successfully on behalf of the organization. The supervisor or manage will ultimately decide the actual readiness of the individual for further empowerment and at what specific level.

Level 1:
You (the employee) research an assigned activity; you report what you have learned or discovered; but I (the supervisor) will decide what action is to be taken.

This is the most basic level of empowerment. It is used to determine a baseline for how an individual thinks, prepares, works and communicates. It is most commonly used in evaluating the actual skills of new employees or newly transferred employees. If specific flaws or shortcomings are identified, specific plans for further training and development should be undertaken. If it is determined that the individual meets and exceeds expectations in this area, then the next level of empowerment should be considered. Because of the supervisor’s stated intent to make the final decision, there is no relevant risk assumed by the employee at this stage.

Level 2:
You research an assigned activity; you report the alternative actions/options that are available; you suggest one for implementation; but I will decide what action is to be taken.

Here you are evaluating the mental dexterity and awareness of various decision making options and how relevant or irrelevant they might be for the organization’s specific purposes and intents. As before, there continues to be no relevant risk to the employee since the supervisor has reserved the right to make the decision. If the employee is determined to be ready, the next step in the process is assigned.

Level 3:
You research an assigned activity; you report what you intend to do; but don’t act without my approval.

Notice there is a marked increase in the expectation of performance on the part of the employee. This is the first level at which the employee assumes some specific level of risk. However, the supervisor has continued to maintain some level of “institutional control” by making sure s/he is comfortable with the communicated actions. In each of these first three levels of empowerment, continuing one-on-one, face-to-face communication and the conversations that need to take place are absolutely critical. If the employee is determined to be ready, the next step in the process is assigned.

Level 4:
You research an assigned activity; you report what you intend to do; go ahead and do it unless I say “no.”

By this point in the process, the trust level has clearly increased between both parties. The subordinate has earned the right to move to this level of empowerment based on an understanding of the goals and objectives of the organization and his or her proven performance and identified ability to meet those goals and objectives. Communication is still important at this level, but the reins of decision making responsibility are now being passed from the supervisor to the subordinate.

Level 5:
You research an assigned activity; you take the action you deem appropriate; report what you did.

Subordinates are working independently of their supervisor, with the supervisor’s full knowledge and confidence based on the subordinate’s past proven ability and successes. The unencumbered performance of the subordinate, in turn, frees the supervisor to attend to other pressing issues.

Level 6:
You research an assigned activity; you take the action you deem appropriate; no further communication is required.

This is the highest level of empowerment. It is rarely earned and rarely granted–and then only to the best, most tested and most trusted subordinates. With this level, both supervisor and subordinate share the risk of the empowered actions taken.

A few important observations to remember:

This is not an overnight process. It requires vigilant communication, observation, evaluation and training. As previously discussed, empowerment is preceded and supported by significant and on-going coaching and counseling activities. This is not a “one-size-fits-all” process. It requires customized activities for individual employees who may or may not accept empowerment in the same way or at the same rate as another employee. Appropriate empowerment levels are also dependent on individual jobs. In other words, a single employee may be at a Level 5 empowerment level for one task and the same employee at a Level 2 empowerment level for a different task.

Creating a continuous flow of leadership talent from within our organizations can happen and happen effectively when those of us in leadership positions are willing to share our power with those individuals who demonstrate they are worthy of the challenge.

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

Principle 6:  Do Your Job (This is the final part in a series on becoming a great communicator.)

When communicating, what if…?

• People respond differently than you hoped or predicted?
• People become too emotional?
• People resist your communication efforts?

After considering these and other “What if…?” questions for a while, I came to the realization that none of us can predict with certainty what the outcome of any communication effort ultimately will be. We can know what we want the outcome to be. We can know what we have planned the outcome to be. We can even know what we have intentionally worked for the outcome to be. But in the end, we simply don’t control all the variables.

It was then that the sixth communication principle came into focus for me. I realized that whatever happens in the course of our communication efforts-good or bad-the people who are depending on us still expect us to do our jobs.

It is human nature to be drawn to those activities that excite us, inspire us and fulfill us. But life and work is not always exciting, inspiring and fulfilling. Sometimes you are called to rise above that which you wish you could avoid completely. All of your personal and professional activities can be enhanced as well if you simply commit yourself to doing your job and doing it at the highest level possible.

Here are three ideas on how to get better.

When Doing Your Job…Strive to Become a Better Communicator

One way to become a better communicator is happening for you at this very moment-you’re reading and studying. Though reading this book or others is no guarantee that you will be ordained the next great communicator. It is, however, a wonderful step in the right direction. Self-study serves to prepare the mind and will for greater future accomplishment.

My intention here is not to burden you with a suggested reading list as long as your arm. If you are really interested in more reading materials related to communication skills enhancement, fifteen minutes spent in your local library, bookstore or online will provide you dozens of options. I will suggest one book in particular though that I think can be helpful to anyone at any stage of their life or career. Secure a copy today of Dale Carnegie’s classic, How to Win Friends and Influence People. You won’t be sorry. It hasn’t sold millions of copies over the past sixty plus years by accident.

Remember, reading is great, but doing is better. If your desire is to be a better oral communicator, I highly recommend you enroll in one or both of the following. Dale Carnegie courses are available in every major city as are Toastmasters International clubs. Both are dedicated to helping develop the skills of those who wish to communicate orally with more confidence and expertise. I can assure you both will be money and time well spent.

When Doing Your Job…Work to Exceed Expectations

One of my mantras for life is “do more than is expected.” I have discovered that if you are constantly doing more than is expected, you will never again have to worry about evaluations, regardless of the form or fashion they might take.

As this concept applies to enhancing our communication skills, I suggest you look around and take inventory of the expectations people have of the various communicators in their life. If you are a teacher, pay close attention to other teachers and students. If you are a manager, pay close attention to other managers and employees. If you are a parent, pay close attention to other parents and children. If you are a member of the clergy, pay close attention to other spiritual shepherds and their flocks. Watch and listen. Gather up all the good ideas you can unearth and incorporate them into your communication “bag of tricks.” At the same time, notice the communication gaps that exist and that people are talking about. Then do everything you can to make sure you are not guilty of the same.

One other thing. Don’t wait for your boss, your spouse, your parent, your client or anyone else to challenge you to exceed their expectations. It probably won’t happen. Remember, they aren’t expecting much. The opportunity always exists for you to give them more.

When Doing Your Job…Never Give Up

I will make this last point short and sweet. Don’t you dare give up! Don’t ever allow yourself to be lured into thinking that your effort toward developing your interpersonal communication skills means little. Communicating person-to-person means everything. Where a communication void exists, rumors, assumptions, half-truths and perceptions creep in to fill it. There is no need for that to happen.

A quick recap of the six strategies for becoming a great communicator:

1.  Talk “with” people.
2.  Explain the process.
3.  Tell the truth.
4.  Work for understanding.
5.  Get others involved.
6.  Do your job.

A detailed discussion of each of these principles is available in my book, We Need to Talk.  The book is available at Amazon.com and on my website. If you are interested in discounts for volume purchases, please check the pricing details here.   

All the best!

Phillip Van Hooser
Cultivating Great Leaders to Create Competitive Advantage
phil@vanhooser.com

Principle 5: Get Others Involved (This is the fifth in a six part series on becoming a great communicator.)

When Getting Others Involved…Ask Their Preference

One of the best ways to get others involved is by asking a fairly open-ended question such as, “What would you like to see happen from this point forward?” or “If you had your way what direction would you have us go and why?”

Not everyone will immediately embrace personal involvement. However, some will. And when they do choose to respond to the type of question offered above, it is very easy then to move to the next step. The next step involves extending a personal invitation to become more personally involved in the actions to be taken or decisions to be made.

How many people around you are waiting for this invitation? Probably more than you think. But, you’ll never know for sure unless you ask.

When Getting Others Involved…Be Specific

When offering the chance to get others involved, too often the tendency is to leave the activity open-ended. That’s a bad idea. Few people will reach blindly into a bag unless they have some idea what is in that bag already. Not knowing creates fear, anxiety and hesitancy.

It’s much better to tell people specifically what they are getting into and what is expected of them. As it relates to communication, specificity rules!

When Getting Others Involved…Recognize Success

Once you are successful in getting others more actively involved, there is one more key activity that should not be overlooked. Catch people doing things right and recognize their successes in every way possible.

It takes courage to step out on faith and to take on additional responsibility. Over time, the more involved people become, the more communicative they become. Fewer problems occur when people are talking to one another. So, we should be doing all that is within our power to keep people talking.

Show people what success looks like. Trumpet the successes that you are observing. Don’t wait for huge, “front page news” successes. Be just as quick to acknowledge and highlight the “look, we’ve made a little progress” successes, too.

The personal involvement of others is a skill not easily mastered, but one that can pay significant future dividends.

The last of the six principles next time - Do Your Job.

Phillip Van Hooser
Cultivating Great Leaders to Create Competitive Advantage
phil@vanhooser.com