A Lesson in Humility

If I knew this story’s author, I’d gladly give the credit where credit is due. Unfortunately, I don’t. Though I’m not certain of its origin, I’m very aware of the impact of the message. I wonder how often conflict would be resolved if both parties approached the issue with a humble heart. Just a thought.

A Lesson in Humility – Story

There was a young man who desired humility. He went to an old wise man and said to him, “I wish to be humble, but I don’t know how to obtain it. What must I do to acquire humility?”

The wise man thought for a minute and replied, “Here is what you should do… go out and find someone who is beneath you and do something nice for that person. Give that person something that you have or do something that needs to be done.”

The man replied, “I can do that!” He immediately left and came upon a homeless woman on the street who looked like she had not eaten in days. He took the woman to a restaurant and bought her a nice hot meal. After he dropped off the homeless woman, the man, who was feeling pretty good, returned to the old wise man and told him what he had done. He then asked him, “Do I now have humility?”

The wise man replied, “Not yet!” The man’s face fell and after a while he asked the wise man, “What else must I do to acquire humility?” The wise man said, “Go out and find someone else who is beneath you and do something nice for that person.”

This upset the man who replied, “But I did that already! If I go help someone else, will I then have humility?” The wise man replied, “No, you will not!”

This upset the man even more and he asked, “How many people do I have to help… 10 people? 100 people?”

“No!”

“I don’t understand… please tell me how many people I have to help. How will I know when I have obtained humility?” asked the man.

The wise man replied, “You will have obtained humility when you can no longer find anyone that you think is beneath you.”

Pete Smith

President – Impingere

E: psmith@impingere.com

W: www.impingere.com

Eggshells on the Floor

Have you ever worked in an office where you had to gauge the mood of your boss to determine what type of day it was going to be? Tough environment, isn’t it? One women told me that she could tell what type of day it was going to be based on how her boss gripped her morning coffee mug. “If I could see the white fingertips, I knew it was going to be a long day,” she said. With a boss like that, it’s no wonder the staff feel that they walk on eggshells throughout the day.

Unpredictable mood swings is a trait of poor managers. If you are someone who works at home, by yourself, who contacts no one throughout the day, you can be as moody as you’d like. Your sphere of influence is rather small. However, once you have the responsibility of leading a team, a group, even another individual, you must recognize that your mood impacts those around you. If your staff hesitate to approach you about an issue because of the mood you’re in, it’s your responsibility to change that dynamic. 

As a manager, you are more than the decisions you make. You make things happen, positively or negatively, just by showing up. You have the opportunity, and the responsibility, to create your work environment. Your employees observe you. They assess your mood, your demeanor, and your presence. They want to know what type of day it’s going to be, and they begin their assessment when you enter the building.

No one wants to work where they feel they walk on eggshells, yet great management is so much more than providing an eggshell-free environment. Productive work environments include employee enthusiasm, management support, challenging tasks, and rewarding achievement. People who work in that type of environment aren’t spending their mornings determining the mood of their boss. They’re too busy getting things done, and the consistency of their manager’s mood allows them the opportunity to do just that.

Pete Smith

President – Impingere

Email: psmith@impingere.com

Web: www.impingere.com

Twitter: @SmithImpact

Approachability: Are You Seen or Sought?

When conducting management trainings, I often hear comments from the attendees that they don’t feel comfortable speaking to their managers about issues at work. When I probe further, their hesitations typically revolve around a few of the categories listed below. I would imagine that the managers of these attendees would be surprised by the feedback of their staff. Managers often don't understand this hesitation because they are typically willing to speak with any staff member who asks to speak with them. Why the disconnect? It’s a matter of approachability.

Many managers strive to make themselves visible to their employees. They practice the management style of MBWA (Management By Walking Around). Unfortunately, that doesn’t automatically make them approachable in their employee’s eyes. The disconnect between managers and employees, specifically regarding the concept of approachability, happens when managers equate “visibility” with “approachability.” The former is merely a component of the latter, not the entirety of it. It’s a difference of being “seen” as opposed to being “sought.”

Here’s a simple assessment you can use to determine your approachability. First, assess yourself. Next, ask your staff to assess you, anonymously. Third, examine the results. Look for gaps in the ratings. Notice where your staff’s perception is quite different from your own. Fourth, review the results with your staff. Finally, take appropriate actions to improve your scores. Good luck!

(1=Never; 2=Rarely; 3=Below Average; 4=Average; 5=Above Average; 6=Frequently; 7=Always)

                               

1-     Reachability – I am easily accessible, via phone, email or in person

2-     Friendly Gestures – I smile when I am introduced and saying goodbye to someone

3-     Focused Availability – I stop my current activity to focus entirely on the one who needs assistance (Be honest, my frantic multi-tasking friends!)

4-     Judgement Free – I address the problem, without judgment and regardless of whether I believe it to be a trivial or serious issue

5-     Stellar Listening – I truly listen to what is being said instead of looking for opportunities to speak

6-     Openness – I am open and receptive to all thoughts and opinions, even the ones that are contrary to my beliefs (This doesn’t mean you have to agree with them. It requires being receptive to multiple viewpoints)

7-     Trustworthy – I keep confidential information confidential; There is no retaliation toward the one who brings an issue to my attention

8-     Acknowledged Imperfection – I admit when I'm wrong, don't know, or when I've screwed up

9-     Emotional Maturity – I am emotionally secure; I do not let my emotions interfere with the current or future conversations

10- Follow Thru – I actively respond in word and action after the conversation

Pete Smith

President – Impingere

Email: psmith@impingere.com

Web: www.impingere.com

Twitter: @SmithImpact

Employee Engagement and Motivation: Kicks vs. Keeps

I recently had the pleasure of writing a blog for the Human Capital Institute (HCI), which is the “…global association for talent management and new economy leadership, and a clearinghouse for best practices and new ideas.” I am attaching a link to that article for your review. If you’re interested, concerned, or curious about employee motivation, and wondering why some companies just can’t seem to get it right, this article may provide some answers for you. (Here’s a quick hint: Before a company offers additional employee incentives, it better address the employee frustrations first.)

Link to the HCI blog: http://bit.ly/KJNc6w

Pete Smith

President – Impingere

Web: www.impingere.com

Email: psmith@impingere.com

Riding the Coattails of Front-Line Employees

I recently watched an episode of the television show Undercover Boss. The CEO of TaylorMade, Mark King, wished to uncover the true thoughts and feelings about the company from select employees. At one point during the show, he made an interesting observation. He recognized that though he consistently proclaimed TaylorMade provided only the best products for its customers, he did not realize the level of detailed work that was required of his employees at the lower levels to justify his proclamation. As Mr. King recognized, the old adage “It’s easier said than done” certainly applied in this scenario.

Do you make bold statements about your products or services? If so, I hope you recognize that your declarations about the quality of your products and services are really statements of your faith in all those who come into contact with the customer, directly or indirectly. In making such public statements, I’m not convinced that blind faith in the process is smart business practice. It’s in your best interest to observe it yourself from time to time. This isn’t about micromanagement as much as it is about recognizing the extraordinary efforts by those individuals who give merit to your claims.

Your company declarations require you to place your trust in the receptionist who acts as your first point of contact for your customers. It involves recognizing the front-line workers who actually make the product and ensure its quality. It requires trust in the front-line managers who inspire the employees, manage the daily operations and problem-solve issues that you never knew existed. These are they employees that provide you the opportunity to make the bold declarations that you so proudly proclaim. Because they do what they do, you can say what you say. In a sense, you’re riding the coattails of your front-line employees.

Because of the crucial role they play in the success of the organization, make it a priority to spend time with your front-line employees. Observe how they perform their daily responsibilities. Listen to their suggestions on how to improve the process. Emphasize their value. When you’ve completed these tasks, handwrite a “thank you” card. My guess is that what you write on that card will mean more to them than any statistics shown in a quarterly financial report. This is the type of management that fosters trust, understanding and loyalty. This is inspiring management.

Pete Smith

President – Impingere

Web: www.impingere.com

Email: psmith@impingere.com

Twitter: @SmithImpact

First, “Why”

Ask yourself this question and be honest with the answer. Referring to your career, why do you do what you do? Reflect on that for a second. It’s easy for us to explain what we do and how we do it, but many of us struggle with why we do it. The answer doesn’t always come as easily. Maybe we work to make money. Maybe we do only that which we’re good at.  Fine answers, but they fall short of being inspiring, don’t you think? I’d encourage you to search for your “why.” It’s a key component to your motivation.

Think about the goals you have set for yourself. You have identified what you want to accomplish, and how you plan to accomplish those goals. Yet, what moves you to action, what tugs at the strings of your heart, is why you want to accomplish those goals. Your “why” is what keeps you committed. Your “why” is the passion that fuels your action and drives your activity. Your “why” provides the meaning. Your “why” is what we find inspiring. Identify your “why” first, then the “what” and “how” can follow.

For some people, asking “why” may lead to a “meaning of life” answer. For those with spiritual beliefs, they may answer that they do what they do to glorify God through the gifts that He has given them. Though I have an appreciation for that type of discussion, I prefer to keep this article career-focused. Answering the “why” about our careers can be challenging enough.

Why do I do what I do? Here are my answers…

WHY: …Because great management can inspire the soul. Poor management can crush the spirit. It makes a difference.

WHAT: I develop management rockstars.

HOW: I inspire when I speak, I enhance management skills when I train, and I elevate individual performance when I coach.

Now, it’s your turn. Share your “WHY,” “WHAT,” and “HOW” with us. We’re ready to be inspired.

Pete Smith

President – Impingere

Web: www.impingere.com

Twitter: @SmithImpact

Email: psmith@impingere.com

Leadership Presence

One of my favorite shows on television is Dog Whisperer with Cesar Millan. This guy is amazing when he works with dogs. I am so intrigued by his approach, and his results are nothing short of phenomenal. His message, repeated continually throughout his show, is that before you learn what to say to your dog, you must first be conscious of how you’re “being” with your dog. Dogs respond and react to their owners’ energy, and it influences whether they will listen to the owners’ commands. Interesting! That’s a good reminder for leaders, as well.

A person’s energy – or presence – can consist of an attitude, outlook, feeling, approach, tone or demeanor. Presence may be hard to define in someone but it’s easy to recognize. It can be calming, enthusiastic, optimistic, cautious, negative, or indifferent, among other things. It can help determine an outcome before an event occurs. It can inspire confidence, instill fear or increase anxiety. Those who possess a strong presence may recognize that people are immediately drawn to them, or repelled by them. Love them or hate them, their impact is undeniable.

Picture a staff meeting where you’re about to introduce a change in policy or procedure. Who’s in there with you? Is there a Negative Nancy? She doesn’t even know what the meeting is about but you and your message already annoy her. Think about Debbie Downer, or as I like to call this person, “Eeyore.” This treat saps the positive life out of all who get tangled in her web. I’m mentally drained and sad just thinking about this person. These people have a presence, but it’s not good. They make the room uncomfortable before an agenda is ever distributed.

Now picture someone who possesses true leadership presence. It’s the person who provides the calming presence in the midst of the storm, and a stage presence when it’s her turn to speak. It’s the one who provides clarity when others only see chaos. This person can provide words of encouragement at precisely the right time, or sit in silence when that is what the situation calls for. They seem to know what to say, how to say it, and ignite the excitement and passion in those around them. As others have said when trying to describe this presence, “…there’s just something about her.” If you’re a leader, I hope that “something” is positive. This is the type of presence you’ll want to possess.

Spend the next couple of weeks recognizing how you’re “being” with others. Explore how you contribute to the atmosphere when you walk into a room. See if you can positively influence people’s thoughts, perceptions and actions just by being present. This isn’t some Jedi mind trick. This is about recognizing that others will respond or react to the energy you bring to the room. As a leader, you can be tremendously effective when you develop your leadership presence.

Pete Smith

President – Impingere

Web: www.impingere.com

Twitter: @SmithImpact

Email: psmith@impingere.com