Phillip Van Hooser - Transformational Leadership

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

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

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

Our society revels in success stories. The rags to riches, Horatio Alger stories are inspirational for all of us. But being too ambitious can be seen as a negative by your followers. Remember there are two ways to get to the top. First, I am sorry to say, you can get there by climbing over people. Most of us know a few people who have chosen that approach. However, dedicated leaders know that there is an alternative route to the top. They know you can also get there by being lifted up by people. I ask, which of the two approaches has the firmer foundation?

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

It’s a fair question. One that organizational leaders in a broad range of industries are asking these days.

Recently, I had the opportunity to talk with Bill Adelman, General Manager at Hopkins County Coal, a division of Alliance Resource Partners, for his views on why a commitment to training supervisors and managers is so critical in his industry these days. 

Bill also shares the qualities to look for in a supervisory candidate, the biggest mistake supervisors often make and the one characteristic that makes supervisors and managers excel.

Great advice from someone on the front lines of leadership! Watch Bill Adelman here. 

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

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

Leader Transformation Tip 2: Whether clerk or CEO, your leadership ability is not determined by your position.

Can Anyone Be a Leader?

We all know that times are tough. Bad economic news bombards us 24/7.
I graduated college in 1979 with a business degree. I was an enthusiastic, though still wet-behind-the-ears, future manager. I pranced out of the hallowed halls of academia and plunged chest deep into the murky waters of recession: circa 1980. Not since the early 1930s had America experienced such economic woe, evidenced by lost homes and businesses, plant closings, layoffs, high unemployment and double digit interest rates.
Fast forward to the 21st Century. As Yogi Berra so famously said, “It’s déjà vu all over again,” with the exception of the high interest rates, anyway.
So what strategic counter measures did I (and those of my generation) learn from our bosses of decades and recessions past? What tricks of the trade did our managers teach us?
Unfortunately, they must have taught us the bad tricks of balancing a budget. I’m sorry to say, they were too busy foolishly doing what too many of their modern day contemporaries are tempted to do today. They focused on indiscriminately slashing all “unnecessary” costs, including leadership training programs, in an effort to “right the ship.” In budget meetings they screamed, “Look at what those training programs are costing us!” in an attempt to justify their shortsighted views. Few stopped to consider or calculate the future peril-and heavy cost-that a lack of trained leaders might ultimately yield.
Now, back to the future. We find ourselves at that critical juncture again.
In a recent Wall Street Journal article by Dana Mattioli (“Despite Cutbacks, Firms Invest in Developing Leaders: Companies Renew Focus on Employee Training, Betting That Strong Managers Will Help Through the Recovery,” we’re told:
…a December (2008) survey of 117 large U.S. companies by Watson Wyatt Worldwide Inc. found 23% of respondents had recently cut training programs, and another 18% planned to do so this year.

Almost 40% have made, or are preparing to make the same mistakes, as their predecessors? Incredible!
Hold on, not so fast. Happily, there’s more to this story. There seems to be at least a glimmer of hope that 21st Century decision makers may be a bit more prescient than we initially give them credit for being. This WSJ article goes on to report:
…Despite layoffs and recession-starved budgets, many employers are investing in leadership-development programs, hoping not to be caught short of strong managers when the economy recovers…”Identifying and grooming leaders is important in good times,” says Bret Furio, senior vice president of consumer lifestyle for Philips Electronics North America. “In times of crisis when the economy is struggling,” he adds, “it’s imperative.”

And Yaarit Silverstone, global managing director for the organizational-effectiveness practice at consulting firm Accenture Ltd., reiterated in the article what many forward-thinking decision makers already knew:
…companies historically cut leadership-development programs during downturns, but the moves backfired, prompting midlevel managers and top performers to leave when the economy recovered. Now, she says, executives believe that without capable managers, “their ability to come through [the recession] in a healthy fashion is diminished.”

So what’s a manager to do in tough times such as these? To train or not to train, is no longer the question. Hopefully, we’re well past that. We surely know better.
Tough minded decision makers today will resist doing what weak minded decision makers of times past did too readily. They will resist jeopardizing the future of their organization by depriving it of its very lifeblood-effective, well-trained leaders. They will now and forever see the preparation of leaders through focused training exactly for what it is-an investment in the future, not a simply an easy cost to be eliminated.

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