Leadership PSA: Challenge Ignorance, Love in Spite of Hate, and Vote.

We have again reached a week with ample political noise. The topics are emotionally charged; from perceived timely allegations, to the simple notion that sexual abuse isn’t partisan. Amidst the sound, might there be any leadership lessons worth retrieving?  

Though I am slow to type this afternoon, the topics at hand have my mind running with fervor. We, the collective American people, stand in a volatile landscape. The current president actively rejects concern for conflict – whether on the personal, national, or international scale. To our dismay, the verbal onslaught of divisive aggression may very well alienate our allies, fuel war, or will simply go down in history for blinding maladroitness.

Mr. Trump was elected into office regardless of crude, vicious statements against women. Let’s not rehash the language, for it is not welcome in my home. And now, another somber day for women, as we face the Supreme Court nominee, accused of conduct for which I have no tolerance.  

The rebuttal: “What boy hasn’t done this in high school?” Oh my God. The unexamined, pompous, and elitist life of Kavanaugh, lends him the verbiage and core belief only this kind of gem can muster. It’s not about his behaviors. Every boy does it… There’s a security blanket, drenched in enablement and piteousness. This “boys will be boys” rhetoric possesses no ownership for disgraceful behavior. It’s a statement worthy to eschew. As Patti Doyle, Selena Strandberg, and other brilliant minds declare: Burn. It. Down.  

Women leaders are coming together. So much so I intend to write my pending dissertation on the insurmountable influence women have – with challenge adjacencies and all. We are yet again in the trenches of stifled silence but aren’t going to be quiet this time.

Let’s look to the future… What we can do. We can fuel a culture of dignity and respect.  We can speak with, and for, those who do not have a voice. We can vote. For the love of God, please vote.  

It is with these words I leave you. To think about how you can harness a reality of betterment. To think how your decisions and your actions matter. And yes, all of this does have to do with leadership.

Middle Managers: Why the Focus?

For those of you reading my blog, you know you can expect an array of leadership insights each week. But at the core of BVC is a belief: the belief middle managers are essential to your organization. Just how essential? Let’s explore.

Imagine a budding company of 100 people. There is a healthy C-suite – from CEO to CRO, making up less than 10 percent of the company. Then imagine the VPs; there are four departments whose VPs report into the C-suite. Now, let’s skip a level and go to “worker bees” – the junior support staff, budding savants, what have you. Not too long ago, when the company was at just 60 people, those then juniors knew little about managing. Yet, they are now the tenured professional, managing a team of two or more (these individuals are now the big group we skipped moments ago!).

With such scale, is it probable the new managers received coaching and/or training? For their area of expertise, perhaps. But for management? Unlikely.

There’s no question that top management, namely executives, play a significant role in setting the overall direction of the company. I’m not debating this. But I am shedding light on the fact companies invest a lot (we are talking billions of dollars) on executive leadership or “executive coaching” as it’s coined. I’ll be the first person to share this service is helpful; we should all continue to grow, learn, and evolve. I also know some awesome executive coaches if you are in the market. But to that point, we should start this self-exploration and education far before we wear the VP or C-suite title.

The best managers are able to work closely with their teams, and simultaneously offer valuable contributions. These managers are not only equipped with the technical skills, but they encourage an environment of consistent feedback, acknowledgement, and respect. Unsurprisingly, these are the leadership elements we spoke about a couple weeks ago.

Middle managers are not only responsible for their team’s production, they are a primary driver of performance! Since this is the case, managers must be equipped with managing conflict — 30 percent of a manager’s time each week — and promoting cohesion. Decreasing conflict through effective management, by even 10 percent, is monumental to time effectiveness and results.

Middle managers have incredible influence. Not only on culture, but on productivity. Again, they are essential to the business(!), and are worth the investment.

Vision + Structure: For the Directionally Challenged

When you are driving to a place you’ve never been, you make sure you have directions. For most of us that means we are using our phone’s GPS, myself included. [I was raised to use and read a map, but learned quickly motion sickness ensues. Thank goodness I have this little technological wizard telling me where to go!] And that’s the point: we need to know where we are going. Without direction, we get lost, arrive late to our destination, or miss the opportunity all together.

Similarly, we need to know where we are going when it relates to our business and be aware of how we guide those who work within.  

Creating a vision.
A vision is a mental model of an ideal future state. Do you want your team to be functional and the depiction of strength? Or do you want a disjointed group of people running in oppositional directions?  

A vision plays a central role in many of the common theories of leadership. It’s the glue to an organization and its culture. A vision can be conveyed in a number of ways: through a picture, a significant change, value structures, a map with noted goals, or a defined challenge with correlated steps to conquer the feat!

How is a vision articulated and implemented?

• Adapt the vision to the audience.

  • Have the framework and know what you want – but portray it in a way your team(s) can hear you.

• Highlight the values of the vision.

  • Values drive us – they’re the intrinsic motivators that guide us to behave a certain way.

• Choose the right language (words) and symbols that are motivating and inspiring.

  • Remember, we all learn differently! Get creative.

• Walk the walk.

  • Do what you say and say what you do.

• Set expectations.

  • We keep coming back to this (it’s important). If your vision is the driving force behind your company – as it often begins, but your intent is to keep it that way – make sure your new hires embody the values you’ve put forth. Maintaining and reinforcing expectations will keep you on track for the output you desire.

Along with vision, comes setting the tone.  

Tone.
In order to do this, provide structure to your team members – almost like providing a blueprint. It gives meaning and a sense of security or direction. (Examples include a code of conduct or a company manual.)

Next, clarify norms and build cohesiveness.

Clarify Norms.
Norms are the rules of behavior that are established and shared by group members (e.g., starting meetings on time and staying on task). Sometimes we think norms are common sense – but they’re not! They need to be defined and articulated.

Once norms are defined, cohesiveness can prevail. It’s the “we-ness” of a group. It’s associated with consistency and is linked to increased participation, as well as better interaction. Better interactions yield higher innovation and encourage uninhibited creativity.

When we look at the journey of the vision as an overarching theme – with achievement at the end of the spectrum – we realize how essential all facets of this process are to an organization. Once the vision is firm and norms are defined, cohesion is underway but there’s still room for expressed and implied standards of excellence. In fact, there are six key factors essential for members to function effectively. These include:

• Skills

• Initiative

• Expectation of treatment

• Deadlines

• Goals

• Consequences  

If your team is struggling, assess whether you’ve reiterated the vision, the norms, and the expectations. Then look at the aforementioned list. What can you do to improve their contributions? Odds are there are multiple steps you can take (many included here!) to help lead your teams in a helpful, purposeful, direction.

What Are You Staring At?

We’ve all encountered this less-fortunate circumstance. We are speaking with someone and they are unintentionally (let’s hope it’s unintentional) staring blankly back at you. Their face is telling you they either care little for what you are saying, or they must have forgotten to take out the cat’s litter box.

What this tells us is two-fold:

1. Our physical actions speak volumes (especially when in opposition to the words coming out of our mouths).
2. We need to be cognizant of what our face says – and our body – not only when we are speaking, but when we are listening.

Common traits of effective leaders include intelligence, confidence, charisma, determination, integrity, and sociability. Typically, too, these traits are conveyed early in your interactions. Early impressions are made in less than seven seconds so we better be ready.

Be in the here and now.

In our digital age we are conditioned to be easily distracted. Whether it’s the laptop in front of you, the cell phone by your side, or the multiple alerts you’re receiving on your smart watch, we are beyond skillful at being anywhere but in the present moment. Not only does presence in and of itself encourage active listening, it ultimately saves time. When we actually hear something the first time, it does not have to be repeated. When there’s recognition of comprehension, conflict is less likely. Temporarily putting devices “on the shelf,” so to speak, will even improve relationships. Whether it’s your colleague or your spouse, you will be viewed as more engaged and respectful.  

Posture.

It’s a silent orchestra playing to your tune. Are you timid, embarrassed, and void of confidence? Or, do you believe in what you are saying, and can subtly encourage active listening with the ever-slight adjustment to your up-right position?  (It’s OK if you just corrected your posture as you read this!)

Hand Movement.

An incredibly helpful tidbit I learned was from a speech communication professor. I have always communicated with my hands – but I found out I tend to err on the “too much hand movement” side of the scale. (I’m part Italian, it’s not my fault.) What I learned was important: too much hand movement can take away from what you’re saying – not add. This is particularly true for those who really need to focus on what it is you're saying (remember, not everyone is an auditory learner).

You may think it’s tedious but record yourself speaking. I know it seems rudimentary, but it’s not. You’ll witness your flailing arms – or lack thereof (let’s not look like we have cement in our fingers, either) and adjust accordingly.

Another note on hand movement: Just as frequency of use is important, so too are the formations. If you envision being scolded by a parent, what do you see? Pointed fingers. If you are aiming to influence a group of people, I do not advise leveraging “the point.” On the other hand, visualize someone welcoming you to their home. Do open arms come to mind? It’s been found a slight openness of the hands as you speak, present, etc., helps convey openness, collaboration, and trustworthiness.

More insights on powerful communication will be published soon! In the meantime, be cognizant of your posture, your digital etiquette, and your hand movements to ensure you are conveying the message you desire.