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

As I write this, the Thanksgiving holiday is fast approaching.  Soon Thanksgiving will have passed and our focus will shift to the traditional year-end holidays and related festivities.

But before we rush through the holiday, let’s remember that Thanksgiving is supposed to be a time when we stop to take inventory of the many things for which are thankful.  Our grateful spirit should extend past the obvious - roast turkey, pecan pie and football.  Instead, we should seriously consider the opportunities and blessings that we have received and then acknowledge them for what they truly are.

But do we really?  Past experience has taught that we can be “busy” (a good state for most of us) and then we can be “too busy.”  When we get too busy, often we thoughtlessly ignore the more important things (or people) that deserve recognition for what they are and for what they are worth to us.

Case in point. A few years ago I found myself in one of our western U.S. cities preparing to present a full day leadership program.  I arrived early for the session which was being held in that city’s convention center.  So early, in fact, the entire facility seemed to be deserted.

After familiarizing myself with the room in which I would be working, I took the opportunity to make a quick trip to the men’s room.  As I stepped through the restroom door, the smell hit me.  It was immediately noticeable.  But, it was not the type of smell that many of us have come to expect from public restrooms.  No, instead this aroma could be described as being remarkably “fresh and clean.”

I continued in, only to find that the smell was a positive indicator of more good things to come.  The room was spotless!  Now, don’t misunderstand.  It was not adorned with the expensive marble and tile floor and wall coverings that are often found in some of the showplace hotels.  No, this was a public facility.  Its basic construction was of concrete blocks covered with enamel paint.  Nevertheless, the sinks, counter tops, urinals, toilets, floors and walls were so clean it was impossible not to notice.

As I stood admiring this unexpected phenomenon, I sensed someone’s presence.  In a far corner of the room, I noticed a middle aged man with mop in hand.  Now, I am not the smartest guy around, but I quickly surmised that this gentleman might have something to do with this amazing restroom.  I decided to find out.

“Excuse me, but are you responsibility for cleaning this restroom?”

The man slowly raised his head, while continuing to lean forward on the mop handle.  He looked at me suspiciously.

“Yeah, why?” he responded, with an obvious note of defensiveness in his voice.

“I figured you were.  I just wanted you to know how much I appreciate the clean bathroom.”

The man stared at me in silence for a few seconds, obviously trying to determine my level of sincerity.

“For real?” he finally asked.

“For real” I responded.  “I travel several days a week and end up using other people’s restrooms more than my own.  Too often, they are simply disgusting.  I couldn’t help but notice what a great job you’ve done with this one.  I just wanted you to know that I appreciate it.”

By now, convinced of my sincerity, the man responded by saying something that I will not soon forget.  Looking directly into my eyes, he said, “Thanks, I really appreciate that you noticed.”  Then he added, “Nobody has ever told me that before.”

Once again, I was amazed, but this time for a different reason.  My immediate thought was, “Where is this man’s leader?”

Me, a total stranger, recognizing this man for a job well done was one thing.  But, can you imagine the impact that a similar sentiment would have coming from the lips of his leader?

I encourage you as leaders, during this time of the year when the words “thanks” and “giving” are so commonly heard, to not be so busy that you don’t make the time to publicly acknowledge those followers who, in your heart, you know you are thankful for.

Praise and recognition are two gifts that keep on giving.

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

In this video post, I share an illustration to show leaders that lying — no matter how innocently — is a costly leadership mistake.

Leaders Who Lie

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

In this video post, I relate a story that illustrates to leaders that losing their temper is a costly leadership flaw.

Leaders Who Lose Their Temper

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