Tagged with Relationships

Can you be liked as a leader?

Jeff Haden wrote a great article recently in INC Magazine, called “6 Habits of Remarkably Likable People.” As I’m currently reading Lean In by Sheryl Sandberg and have been putting a lot into the ”likability” of a person. Controversial thought suggest that, especially for women, the more successful we become, the less we are liked. Below I’ve included Jeff’s thoughts on the six habits of remarkably likable people:

1) They lose the power pose.
Our parents taught us to stand tall, square our shoulders, stride purposefully forward, drop our voice a couple of registers, and shake hands with a firm grip. White that is a great to display of nonverbal self-confidence, it can also seem like you are trying to establish your importance. That makes the “meeting” seem like it’s more about you than it is the other person. Take a look at how Nelson Mandela greets Bill Clinton: http://www.youtube.com/watch?v=jzmkt7MtL64

So, the next time you meet someone, relax, step forward, tilt your head towards them slightly, smile, and show that you’re the one who is honored by the introduction. We all like people who like us. If I show you I’m genuinely happy to meet you, you’ll instantly start to like me.

2) They embrace the power of touch.
Nonsexual touch can be very powerful. Touch can influence behavior, increase the chances of compliance, make the person doing the touching seem more attractive and friendly. Go easy, of course: Pat the other person lightly on the upper arm or shoulder. Make it casual and non-threatening. Try this: The next time you walk up behind a person you know, touch them lightly on the shoulder as you go by. I guarantee you’ll feel like a more genuine greeting was exchanged. Touch breaks down natural barriers and decreases the real and perceived distance between you and the other person—a key component in liking and in being liked.

3) They whip out their social jiu-jitsu.
You meet someone. You talk for 15 minutes. You walk away thinking, “Wow, we just had a great conversation. She is awesome.” Then, when you think about it later, you realize you didn’t learn a thing about the other person. Remarkably likeable people are masters at Social Jiu-Jitsu, the ancient art of getting you to talk about yourself without you ever knowing it happened. SJJ masters use their interest, their politeness, and their social graces to cast an immediate spell on you. It’s sounds easy, and it is. Just ask the right questions. Stay open-ended and allow room for description and introspection. Ask how, or why, or who. As soon as you learn a little about someone, ask how they did it. Or why they did it. Or what they liked about it, or what they learned from it, or what you should do if you’re in a similar situation.

3) They whip out something genuine.
Everyone is better than you at something. Let them be better than you. Don’t try to win the “getting to know someone” competition. Try to lose. Be complimentary. Be impressed. Admit a failing or a weakness. You don’t have to disclose your darkest secrets. If the other person says, “We just purchased a larger facility,” say, “That’s awesome. I have to admit I’m jealous. We’ve wanted to move for a couple of years but haven’t been able to put together the financing. How did you pull it off?” Don’t be afraid to show a little vulnerability. People may be (momentarily) impressed by the artificial, but people sincerely like the genuine.

4) They ask for nothing.
You know the moment: You’re having a great conversation, you’re finding things in common… and then bam! Someone plays the networking card. And everything about your interaction changes. Put away the hard-charging, goal-oriented, always-on kind of persona. If you have to ask for something, find a way to help the other person, then ask if you can. Remarkably likeable people focus on what they can do for you—not for themselves.

5) They “close” genuinely.
“Nice to meet you,” you say, nodding once as you part. That’s the standard move, one that is instantly forgettable. Instead go back to the beginning. Shake hands again. Use your free hand to gently touch the other person’s forearm or shoulder. Say, “I am really glad I met you.” Or say, “You know, I really enjoyed talking with you.” Smile: Not that insincere salesperson smile that goes with, “Have a nice day!” but a genuine, appreciative smile. Making a great first impression is important, but so is making a great last impression.

6) They accept it isn’t easy.
All this sounds simple, right? It is. But it’s not easy, especially if you’re shy. The standard, power pose, “Hello, how are you, good to meet you, good seeing you,” shuffle feels a lot safer. But it won’t make people like you. So accept  that it’s hard. Accept that being a little more deferential, a little more genuine, a little more complimentary and a little more vulnerable means putting yourself out there. Accept that at first it will feel risky. But don’t worry: When you help people feel a little better about themselves—which is reason enough—they’ll like you for it.

http://www.inc.com/jeff-haden/6-habits-of-remarkably-likeable-people.html?nav=featured

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Success

The further I progress in my career, the more appreciation I have for great leadership. Even great leaders—who seem to naturally just have it all—face a multitude of challenges every day. The Marketing Director of my firm spends her time communicating strategy, helping people through developmental challenges, holding on to excellence in the face of compromise, and just navigating management at the firm. It’s safe to say that the work doesn’t end—even after you get to the top. One of the many things that I admire about the leadership in my department is the willingness and desire to work with the team as an equal. In my experience, I’ve seen leadership executed in two ways: 1) in charge, or 2) not there. For the first time in my career, I’m experiencing a different kind of leadership—a kind where a leader can sit with their team without needing to be in charge, using their  subject matter knowledge the same way as anyone else around the table would. It’s acting as a resource—and just another member of the team.

Les McKeown, author of “Predictable Success” (@lesmckeown) wrote an article recently in INC. about this same topic. He offers some key advice for leaders, which I’ve provided below:

1. Start with something small. Pick a topic that’s controllable. Don’t start with something that bets the ranch. It’ll only make you anxious, and you’ll end up grabbing the reins back when things lurch off kilter.

2. Start with something you’re not passionate about. Find a topic that doesn’t fire you up. Maybe new employee on boarding rather than redesigning the entire company’s branding, for example. Again, you want to be able to take part in the discussion dispassionately.

3. Nominate a leader (and tell them). Put someone else on charge of leading a session on your selected topic. Tell them  everyone in advance, but don’t lobby them. Or tell them how to lead the session. The goal is that you hand over facilitation to someone else, not that they become your glove puppet.

4. Be there. Sit through the entire meeting. Resist the temptation to absent yourself when things get boring or granular. That’s not being a resource, that’s cherry-picking. Everyone else has to work through the detail, and you should, too.

5. Participate. Sitting in stony silence isn’t being a resource any more than dominating the meeting. Participate, which means contributing when you have something to share that will be helpful to the rest of the group, and staying quiet when you don’t.

6. Be comfortable with silence. There is a time for silence, however the point at which everyone expects you to jump in and take over the meeting. Initially everyone will turn to you when a question is asked, or a decision has to be made. Say nothing, not even an explanation of what you’re doing. Jut be quiet, and get comfortable with silence. Let the person you put in charge of the session tease out participation from the rest of the group. If you do it, you’re back in charge.  

7. Take an action point or two. When it comes to mopping up the implementation points and doling out responsibility, take on a few for yourself. And don’t cherry pick the “leadery” stuff. Take some granular, janitor-level action points as well.

8. Resist the temptation to mop up afterward. When the session is over, let things sit as they are. Resist the temptation to email/call/drop in on others and recalibrate the results to reflect what you would have preferred the outcome to be. Do this once and no-one will trust you in a resource role again. They’ll just conclude (rightly) that you’re only pretending.

9. Rinse and repeat. Try it again after a while, this time with something larger, more strategic. Note what works and what doesn’t. Find your own style, you’re own way of “being there”, not just absent or in charge.

 You can also read the full INC article here: http://www.inc.com/les-mckeown/hardest-leadership-skill-to-learn.html
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Bottom Line vs. Culture

Tony Hsieh, Zappos CEO

I recently read this quote from Zappos CEO, Tony Hsieh on hiring:

“We’ve actually passed on smart, talented people who could have had an immediate impact on our bottom line because they don’t fit in with the company culture.”

http://www.inc.com/hidi

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What Would Sherlock Do?

While traveling back east for the holidays, I picked up the January 2013 issue of Spirit Magazine. There was an article in the WiseGuide titled, “What Would Sherlock Do?” —a fascinating little piece on how Sherlock Holmes uses the power of deduction, applicable to any scenario. Based on Maria Konnikova’s book, Mastermind: How to Think Like Sherlock Holmes.” It’s now on the top of my list of books to read. Below is a snapshot:

1. The Crime Scene
When he starts a case, Holmes processes it on a subconscious and conscious level. The takeaway: When facing new obstacles, it’s necessary for us to quiet our minds and focus on the information we’re given before jumping in.

2. The Cane
Rather than assuming it belongs to a country gentleman, Holmes would examine other clues. Our brains like to build stories to solve problems, but there is danger in making snap judgments.

3. The Pretty Lady
When Holmes meets Watson’s budding love interest, he doesn’t let her beauty distract him from the task at hand, which is uncovering information. The lesson here is don’t let your emotions filter the information you receive from a source.

4. The Pipe
When Holmes hits a wall, he takes a break. This primes the mind for the imaginative part of the creative process, which enables you to play out different scenarios in your head.

5. Case Closed
Once you’ve become proficient at something, it’s easy to become complacent. But what separates a true master like Sherlock Holmes from someone who simply reaches a plateau is the pushing of the mind to stay curious.

To purchase this book, check out ”Recommended Books” on my home page. (sidebar to the right).

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It’s a New Year

I can remember a time when “well-rounded” was a compliment. Now, it’s a euphemism for not being good at anything in particular. I’ve often said, “I’m a jack of all trades, but a master at none.” I’m not sure why this has become a negative attribute. In fact, well-rounded people seem the most balanced. They fearlessly pursue their weaknesses. After all, what doesn’t make you die of embarrassment makes you stronger, right?!

It’s a new year, and the tradition is typically to think “time for a new me.” In addition to my personal commitments to travel more and worry less this year—I was inspired to learn a new trick or two. I was first inclined to choose something that I thought I would be good at but, what kind of challenge would that be? Instead I chose a few things that I will probably be REALLY BAD at. [Four days into the new year, I've already tried skateboarding. It's definitely not a skill that I will master but, I'm enjoying the ride.]

I’d like to challenge you to do the same. The goal is not to master the new trick, or to become an expert. In fact, when there’s room for improvement, your successes (as small as they may be) are that much sweeter.

So, what new adventures will you embark on this year?

Julie Hyson, Skateboarding in Florida -January 2013

Julie Hyson, Skateboarding in Florida -January 2013

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Trust and Empowerment

I respect and admire the Core Values created by companies like Zappos. Specifically, when speaking of human capital and valuing your people, I appreciate:

Core Value No. 6 is “Build Open and Honest Relationships With Communication” and Core Value No. 7 is “Build a Positive Team and Family Spirit

It is no secret that people are important to the success of a business. However, how much emphasis is actually placed on valuing your people?

Trust.
Integrity in relationships is key. It’s important that we invest personally in all of our relationships and that we treat people with respect. It is not difficult to build trust. Is is, however, difficult to RE-build trust once it has been broken. We can accomplish so much more through trusting relationships. They are absolutely vital to a team and communication is key. The greatest way to diminish trust is with gossip. As Blake Mycoskie discusses in his book, “Start Something That Matters,” some gossip is good. The well-intentioned gossip where you are talking about the award that your co-worker just won or a recent accomplishment for the firm. Unfortunately, it is the other type of gossip that can poison a company at all levels. In grade school my Mom used to say, “if they gossip to you, they will gossip about you.” It’s true. I know people who actively bad-mouth anyone whom they feel competitive with or they don’t like. The gossip is mean-spirited and in my opinion, stems from insecurity. There should be a zero-tolerance policy for this type of immature and hurtful behavior.

Empowerment.
Passionate people who are empowered drive business results. Many companies today are empowering their people by things as simple as a title. At TOMS, the founder, Blake Mycoskie, has Chief Shoe-Giver printed on his cards. I’ve seen such unique titles as: Time Ninja, Brand Ambassador, Office Queen and of course there’s always printing with no title.

A title can not only give someone assumed authority, but it can also remove power from a capable person. Structure can stifle creativity. Empowerment is not only good for employee morale, productivity and efficiency, it is also good for customer service. How often do we spend what seems like hours on the phone with a customer service representative, that has no authority (or hasn’t been empowered) to provide solutions to customer service issues. Instead, you are continually transferred to the next “supervisor” in hopes that someone you speak to will actually have the authority to fix the situation. Do not put your people in a box. Hire intelligent, capable people, give them a job to do and then get out-of-the-way. When they make a mistake, because they will make mistakes, offer solutions, resources and support. Your people have to know that they can make mistakes. They also have to know that their leaders make mistakes.

People want to feel like they are apart of something that matters. Empowerment can do that. It can also provide a platform for innovation; cultivate an atmosphere of trust; and build loyalty.

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