Category Archives: Leadership
LeaderShift – Delegate the fun stuff
Delegate the fun stuff!
Many of you will have already read an article of mine called “Loosen Your Grip to Stay in Control!” Well, one of the areas that many of my coaching clients struggle with is effective delegation. So, this LeaderShift!, I’m going to get you to delegate. And to delegate something that you like to do yourself!
“But John, I don’t have anyone that I can delegate to!” Nonsense! You do, they might not be your staff, it could be your friends, colleagues, boss (yes your boss), spouse, kids…
- Are you overburdened?
- Do you have any problems with giving other people control over something?
- Do you ever find that others were expecting something different even after you clearly communicated?
- Is time your friend?
6 Steps to Delegation
Delegate [del-i-geyt]: to send or appoint (a person) as deputy or representative; to commit (powers, functions, etc.) to another as agent or deputy.
There’s a simple six step process to follow to delegate to someone successfully. You need to:
- Establish exactly what to delegate to whom
- Clarify the specific outcomes you want
- Clearly define responsibilities
- Communicate the scope and authority
- Establish a time frame
- Monitor progress
You know this right? Your challenge this LeaderShift! goes beyond this.
Leadershift!Delegate something you really like doing!
Something that you personally enjoy. Perhaps it’s meeting a favourite client. Making that presentation. Cooking your best recipe. Taking the applause. Speaking to the team. Sitting in your office… Delegate it! It’s easy to delegate (usually abdicate) stuff we don’t like doing. But to be the great leader I know that you are, you will give your best away to develop others. You will lose control… and once lost, you will find that you actually have more. Let me know how you get on. |
John
Values LeaderShift 1 – What’s your story?
Great leaders are individuals who have successfully developed (or taken over) a story that appeals to the values of their followers.
A leader needs to know and understand his or her own values and the values of their followers.
You do not necessarily need to know the detail of their values, but some real knowledge will greatly help you weave the story that will work best.
Abraham Lincoln is credited with saying "You can please some of the people all of the time, or all of the people some of the time, but you can’t please all of the people all of the time."
And that is probably the issue that many leaders face. Each individual in your team, your organization, your community, even your family – has their own set of personally held values and their own hierarchy of those values.
Let’s consider a fairly typical situation, one that I have heard in slight variations many, many times from leaders I have worked with:
"In my team I have 8 direct reports, one person is a real star performer – always hard working, always achieves the goals and targets. One person is always calling in sick, looks miserable all day, just about makes the target, one is a real low performer and complains about too much work. The rest, are OK. I’ve tried everything but what can I do about these two low performers?"
This informs us several values of the leader.
- That performance or is important for them.
- That to be seen to do hard-work is important.
- That they are not keen on people who look miserable and complain.
- That they value doing something about the situation and are willing to learn.
Whilst you would benefit from more information to be more certain, the leader’s values might map thus:
Leader’s words |
Core Values |
Performance |
Achievement |
Hard-work |
Achievement |
Not complaining/miserable |
Hedonism |
Desire to help others |
Benevolence |
Willing to learn personally |
Self-direction |
For the two "low-performers" – whatever their personal values, it is likely that their own hierarchy of values does not include ‘Achievement’ at such a high level. It may be that ‘Self- direction’ is low also.
In such situations, the responses I have heard in one-to-one coaching sessions form ‘low-performing’ staff is myriad but most show a core theme when asked about their performance at work.
- Most frequently: "I don’t see/understand why this is so important." And that’s right; they do not see it or understand it. The leader may not be communicating the value of performance to them.
- Often: "I try to do the job but I don’t ‘have the right support/tools/resources." This may or may not be accurate and it is the leader’s role (as manager) to ensure that the right resources are available and how to get them and use them.
- Too often: "There’s nothing wrong with my performance, it’s the market/ environment/ economy/ etc.” Shifting blame to something outside of one’s personal control is possibly a favourite ‘excuse’ and in my experience and with further probing, this usually relates to either a security value (if I blame someone else, I’ll remain secure), or a hedonistic value (I don’t gain enjoyment from this, or I dislike doing this, and I feel better if I blame someone else for my failure to achieve).
At this point I want to stress that understanding your own values and those of others is NOT about judging the merits of those values. One individual’s values are not better than another person’s values – they may be more aligned with your own and thus you would consider them to be ‘better’, but they have worked well so far for that individual. Once we begin to know and understand another person’s value we can weave our story to appeal to them.
Leadershift! Make your "story" compelling
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Values LeaderShift 1 What’s your story?
Great leaders are individuals who have successfully developed (or taken over) a story that appeals to the values of their followers.
A leader needs to know and understand his or her own values and the values of their followers.
You do not necessarily need to know the detail of their values, but some real knowledge will greatly help you weave the story that will work best.
Abraham Lincoln is credited with saying “You can please some of the people all of the time, or all of the people some of the time, but you can’t please all of the people all of the time.”
And that is probably the issue that many leaders face. Each individual in your team, your organization, your community, even your family – has their own set of personally held values and their own hierarchy of those values.
Let’s consider a fairly typical situation, one that I have heard in slight variations many, many times from leaders I have worked with:
“In my team I have 8 direct reports, one person is a real star performer – always hard working, always achieves the goals and targets. One person is always calling in sick, looks miserable all day, just about makes the target, one is a real low performer and complains about too much work. The rest, are OK. I’ve tried everything but what can I do about these two low performers?”
This informs us several values of the leader.
- That performance or is important for them.
- That to be seen to do hard-work is important.
- That they are not keen on people who look miserable and complain.
- That they value doing something about the situation and are willing to learn.
Whilst you would benefit from more information to be more certain, the leader’s values might map thus:
Leader’s words |
Core Values |
Performance |
Achievement |
Hard-work |
Achievement |
Not complaining/miserable |
Hedonism |
Desire to help others |
Benevolence |
Willing to learn personally |
Self-direction |
For the two “low-performers” – whatever their personal values, it is likely that their own hierarchy of values does not include ‘Achievement’ at such a high level. It may be that ‘Self- direction’ is low also.
In such situations, the responses I have heard in one-to-one coaching sessions form ‘low-performing’ staff is myriad but most show a core theme when asked about their performance at work.
- Most frequently: “I don’t see/understand why this is so important.” And that’s right; they do not see it or understand it. The leader may not be communicating the value of performance to them.
- Often: “I try to do the job but I don’t ‘have the right support/tools/resources.” This may or may not be accurate and it is the leader’s role (as manager) to ensure that the right resources are available and how to get them and use them.
- Too often: “There’s nothing wrong with my performance, it’s the market/ environment/ economy/ etc.” Shifting blame to something outside of one’s personal control is possibly a favourite ‘excuse’ and in my experience and with further probing, this usually relates to either a security value (if I blame someone else, I’ll remain secure), or a hedonistic value (I don’t gain enjoyment from this, or I dislike doing this, and I feel better if I blame someone else for my failure to achieve).
At this point I want to stress that understanding your own values and those of others is NOT about judging the merits of those values. One individual’s values are not better than another person’s values – they may be more aligned with your own and thus you would consider them to be ‘better’, but they have worked well so far for that individual. Once we begin to know and understand another person’s value we can weave our story to appeal to them.
Leadershift!
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Influence LeaderShift 2 – Climbing the Five Levels of Influence
Five levels of Influence
“Leadership is influence” according to John C. Maxwell (Maxwell, 2010), and you can raise your level of influence with others.
If you are unfamiliar with the five levels of influence, you should start by reading this short article on Influence Level.
Now, where would you like to be with yourself? Most likely level 3 – “Production”, 4 – “People Development” or even level 5 – “Personhood”?
I’ll guess that this is one level beyond your current level.
So how do I raise my level of influence? Choose the LeaderShift that is appropriate for the key relationships in your life:
Leadershift! From Level 1 – “Position” or “Power” If you are at level 1 (reliant on your position to have power over someone to influence them) – struggling to attain level 2 (reliant on others permission to influence them) – I recommend that you seek professional help. I don’t mean a psychiatrist – I mean a coach or mentor, and now would be a very good idea! If you are at level 1, chances are very high that there is no-one in your life currently at level 4 – i.e. no-one that you respect for how they have developed you as an individual.
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Leadershift! From Level 2 – “Permission” or “Relationship” Those of you at level 2, wanting to get to level 3 – “Production” or results…
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Leadershift! From Level 3 – “Production” or “Results” Level 3 to level 4 – this, is about teaching and sharing with others to help them develop.
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Leadershift! From Level 4 – “People Development” or “Mentor” Level 4 to level 5, I believe that this is when you find yourself and what you really really believe in. It’s a higher calling, beyond self. It is, for me, ridding myself of the self-righteousness, the ego if you will and knowing that you have a purpose in this life. There are few leaders who truly attain this.
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There are other aspects of influence in this life , business and family. It is not entirely self-focused. The way we behave, the way we play, the confidence that we exude, the way we allow our character to come out – all of these have an influence on those around us. Is your influence always good?
Be a positive influence on someone else now:
- ask “what’s better today?” and
- Send this LeaderShift to a friend.
Enjoy and best wishes, John
Maxwell, J. C. (2010). The Five Levels of Leadership, now a book! | John Maxwell on Leadership. Retrieved from http://johnmaxwellonleadership.com/2010/10/03/the-five-levels-of-leadership-now-a-book/.