Phillip Van Hooser - Transformational Service & Leadership

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

Principle 2: Explain the Process (This is the second in a six part series on becoming a great communicator.)

“I didn’t actually tell her, but I’m sure she knows what I mean.”  How many times have you heard such a statement? More importantly, how many times have you said or thought the same? Unless the person you’re thinking of is a certified mind reader (I’ve never met one of those), choosing to believe that any person will know what you’re thiking without making the effort to tell them is the equivalent of actually believing you will win the lottery. It could happen — unfortunately, it seldom does.

Understanding how to explain the process begins with understanding your overall communication objectives. Knowing what your objectives are before you begin significantly lessens the chances that you will falter in your communication efforts. Is your objective to:

• convey
• request
• educate
• defend
• question
• or confirm?

When Explaining the Process, Know What Others Sense. Communication is not only a verbal experience, in a very real sense it is also sensory in nature. People pride themselves on their ability to “read” other people. People evaulate their “gut feel” regarding messages they receive from others. People are always on the lookout for “a connection,” “kindred spirits” and their “soul mate.” There are at least six universal things people can “sense” from our words and the manner in which we deliver them.

• People can sense how we feel.
• People can sense if we like them or not.
• People can sense if we’re glad to be there.
• People can sense if we’ve memorized our comments.
• People can sense if we’re lying.
• People can sense if we’re trying to sell them something.
• And people can sense if we’re sincere.

When Explaining the Process, Anticipate Key Questions. Let’s face it, many of us are suspicious by nature. When someone starts explaining the process to us, we start trying to read between the lines. We wonder about a number of things. And until we have acceptable answers to questions that concern us, we will not be able to fully accept the communication effort as being legitimate. However, satisfy us with answers to our most pressing questions and we will value you as being the great communicator you are.

Consider these common questions people have and be ready with an answer to their questions.

• Is this really going to do any good?
• Is it possible that I could be hurt as a result of what happens?
• Should I get involved personally or just watch and wait to see what happens?
• What is the real motivation behind what I am seeing and hearing?
• Will this have a negative effect on my relationship, position, etc?
• Will this cause more problems than it is worth?

We should never assume that others know what we are up to, even those closest to us. We may think that choosing to avoid these “unnecessary” explanations up front will save us time in the process. What we don’t consider is that sooner or later we are sure to end up explaining the process anyway — what we did, how it was done and why we did it. If the process is explained before action is taken, most people are still open to listening and learning. However, if explanations are offered after action has been taken, many people will already be dealing with the frustration brought on by what they see as your insufficient communication approach.

Principle 3 next time — Tell the Truth.

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

Leader Transformation Tip 8: Recognize followers’ contributions constantly. Don’t let them feel taken for granted. Http://www.vanhooser.com

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

Leader Transformation Tip 6: Know your followers’ service anniversary date and call attention to it every year. http://www.vanhooser.com

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

Leader Transformation Tip 5: Know your followers. Start with knowing their name & how to pronounce it. http://alturl.com/74yf

Leader Transformation Tip 3: Leadership is offering service to your followers. What service are you providing? Http://www.vanhooser.com

Although you and some of your industry colleagues may fill the role of leader now, think back if you will and remember the period shortly after you accepted your first supervisory position. Can you recall any of the “professional enlightenment” you received during that period? Specifically, did anyone offer you the following advice? “Congratulations! I know you have a lot to learn, but I am going to tell you something right now that, if remembered, will save you many headaches. Don’t get too close to your people. If you get too close to your people, you won’t be able to make objective decisions concerning them.”

How many of you have received guidance along these lines? I know I did and I’ll bet many of you did, too. The only problem with this recommendation, no matter how sincere it was when offered, is that it is not valid. As relationships and expectations among employees and employers have changed over the years, so have the unwritten and often unquestioned concepts that have governed behavior. It is time to dispel myths, such as this one, once and for all. Consider the following thought, which I believe is much more appropriate for our day.

In my training programs, I remind leaders common sense tells us the better we know our “followers,” the more effective our leadership skills become. Now, when I’m talking about getting to know them, I’m not talking about such activities as dating or drinking with them, or going on extended vacations with them. Obvious professional and ethical problems, not to mention perception issues, haunt these situations. I am simply reminding leaders in order to get the best from the followers entrusted to them, they must begin by showing sincere interest in them.

It would be impossible to share all my thoughts on this topic in the space available here, but maybe I can offer you something to think about on your own. Take a minute to think specifically about the people you lead. Would you say you know them well? Whether your answer is “yes” or “no,” test yourself against the following criteria I believe any leader ought to know about their followers. 

1. Know Their Name.

As simple as this sounds, in many ways it may be the most important point. People simply will not invest themselves in your leadership if you have not taken the time to get to know who they are. Do not assume for a minute that every leader knows the name of each of their immediate followers. It simply is not true. And contrary to popular opinion, those generic references to “Bud,” “Champ,” and “Hon” are not considered popular terms of endearment for most employees. Take the time to know your employees–all your employees–and be able to pronounce their name correctly. It is an essential first step.

2. Know Their Spouse’s Name.

I fully realize the challenge here. Not only does this mean there are almost twice as many names to learn, but periodically, the spouse’s name changes! Nevertheless, we need to know the spouse’s name because of the position of importance they hold with your employee.

3. Know The Spouse’s Occupation.

This one gets a little trickier. Should we really get this personal? My answer: only if you want your employees to know they are more than just a pair of hands to you. A large percentage of families are supported by two wage earners. Due to present economic circumstances, two incomes are a necessity for many of us. Knowledge of various scenarios that impact your employee’s spouse in their professional pursuits like downsizing, transfers, relocations, etc. make it easier for leaders like you to understand and anticipate your followers’ needs. Such information should prove helpful in your future planning and decision-making activities.

4. Learn About Their Children.

I constantly hear supervisors and managers moaning and complaining they have so little in common with their employees that there really is nothing for them to talk about. Try talking about their kids. People love to talk about their children. When most people share about their children or grandchildren, they are sharing from their hearts. Don’t miss such an opportunity.

5. Remember Their Birthday!

Nobody wants to remember the year; everybody wants to remember the day. It is the most significant day of the year for each of us. We may not be the type to announce it to the four winds, but we are certainly pleased and honored that someone else might be willing to. I am not suggesting that you buy gifts  for everyone. But, you might be pleasantly surprised what a genuine happy birthday wish from you might do for the attitude and morale of one of your followers.

6. Know Their Service Anniversary Date.

This is my personal favorite. It’s my favorite because so many supervisors and managers so callously overlook it. However, those of us who understand the importance of calling positive attention to professional accomplishments know that the simple act of thanking an individual for four or eight or thirteen or twenty-three years of conscientious and loyal service to the organization will stay with that individual for years. And the best thing of all–it’s totally free! You don’t have to budget for it. Try it. Your followers will never forget you for it.

7. Ask About Hobbies and Personal Interests.

Always keep in mind your followers have a whole other life away from work. I have known employees who spent their personal time on any number of activities including coaching a little league team, gardening, building and racing stock cars, fishing, boating, and many others. Taking time to inquire about these outside activities can propel our professional relationships to a whole new level. Plus you might just learn something.

Well, there they are. How did you do? Five out of seven? Three out of seven? On my scale, do you know your employees as well as you thought you did? If so, congratulations. If not, maybe you should begin working to strengthen those relationships. There is one word of caution, though. Always remember that if you can’t do these things sincerely, then you shouldn’t do them at all. Your employees will be able to see right through insincere actions. But with sincere commitment, the results of your efforts may prove exhilarating.

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

Recently, an audience member approached me, enthusiastically complimenting the scope, depth and value of my program. I was thrilled with the public approval. But, before I could break my arm patting myself on the back, she asked a question worth considering. “How can you be so certain of the practical benefits of the lessons and techniques you share?” In other words, how do you know these things will work?

This woman’s question allows me to reveal one of my professional passions. I consider myself an avid observer of human behavior. In almost every situation, I find myself constantly watching, wondering and often asking “why” or “why not”? Over the years, the truths I have discovered have proven to be invaluable for my own journey.

For instance, I often asked myself, “Why are some individuals successful leaders, while equally talented folks seem to flounder.” In search of an answer for this question, I watched, considered and queried literally hundreds of successful leaders. I have concluded that all effective leaders possess at least three common characteristics. Thus, I have come to believe that these three elements constitute an equation critical for leadership success. I refer to them as the “Triangle of Success”.

Let’s begin with the first element–knowledge. I hope we can agree that knowledge is a key element in successful undertakings. But, what is knowledge and is knowledge alone enough? Knowledge is not manifest in a wall full of diplomas and certificates. It’s not accurately measured by a numeric grade point average or by years of workplace seniority. True knowledge equals understanding. In the case of leadership, understanding what our followers both need and expect from us provides practical working knowledge. Without such an understanding we are doomed to wander aimlessly from one irrelevant issue or activity to another.

The second element is skill. Is skill more important than knowledge? I say not more important, rather equally important. Both, knowledge and skill are critical to personal leadership development. Simply stated, skill equals application. The ability to apply a concept or idea to some task serves as an unmistakable leadership advantage. A few specific skills which can be immensely beneficial in leading followers include professional courage, decisiveness, patience and the ability to listen honestly. Each of these skills can be learned. But, each must be applied for their benefits to be realized.

A question remains. We all know great numbers of people who possess both knowledge and skills in considerable measure. Why then, are there still many more followers than leaders? The third element in the “Triangle of Success” is attitude. Attitude is key. More important than either of the previous two. Why? Because attitude equals desire. Anyone can have the knowledge and skill necessary to accomplish great things. But, if no personal desire exists to drive behavior and performance, the end result will be unrealized potential. Conversely, we all know individuals who lack great knowledge and skill, yet their attitude, their desire, serves them, even drives them, as they methodically overcome the obstacles before them. For them, desire is the great equalizer.

Our challenge is to consciously ward off feelings of complacency and over confidence as we develop one or more of the elements above. We must realize that school is never out for leaders and that desire is the true breakfast of champions.
 

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