Phillip Van Hooser - Transformational Leadership

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

Leader Transformation Tip 4: Leaders take action on behalf of their followers. Who needs you to act for them today? http://alturl.com/gwt8

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