What is the Future of Leadership Development After the Presidential Election?

by Ginny Telego

A few days ago, I had the opportunity to serve in an advisory role for a peer mediation training for 5^th grade students at a local elementary school.  The students in the training are members of the Student Council at the school.  The main facilitators for the training were two college students who have a passion for finding ways to resolve conflict that doesn’t involve violence. 

As I was assisting the lead facilitator in preparing an outline for the training (two 1 hour sessions), I found myself conflicted in what we were trying to accomplish.  Here’s why.

The current presidential election – on both sides and in all political discussions it seems – is riddled with candidates and their support teams doing and saying some pretty vicious things to stir up support for their campaigns.  As I watch this continue to escalate, I am struck by several thoughts:

1. Is this the new path for leadership development? 
2. Should we do away with all school programs and policies that have to do with teaching young people how to deal with conflict without using violence and bully behaviors?
3. How do we balance explaining to young people that the people who want to lead our country can behave that way but they cannot?

From a leadership development standpoint, I am wondering if leadership philosophies based on command and control will once again become the “norm” after decades of working to create leaders who are less narcissistic and more collaborative and self-aware.   Thousands of leadership development programs exist that have been built on developing the emotional intelligence of leaders, with the goal of making organizations better places to work.  When potential leaders of our country are espousing untruths, feeding fears, exchanging school-yard insults and creating division, it begs the question – where is the emotional intelligence and does it matter?  It’s coming from both sides of the political aisle, which makes it even more frustrating for those of us who have spent years working to create programs aimed at helping leaders grow their emotional intelligence, not leaders who spew vitriol at each other.  Is this how leaders are going to start talking to each other and their employees?  After all, if that type of leadership behavior is what gets rewarded in the presidential election, why not use it everywhere else?

I think these are questions we need to be thinking about as the political arena continues to heat up.

There has been a great deal of research done on leadership, with differing opinions on what makes great leaders.  Narcissism has come under fire as a negative but there is also research that shows it is a necessary trait of great leaders.  In a McKinsey & Company article titled “Getting beyond the BS of Leadership Literature” (Jeffrey Pfeffer) the author notes that leadership development based on morality is not realistic.  Pfeffer shared examples of well-known and respected leaders (Abraham Lincoln, JFK, Nelson Mandela) who sometimes had to “do what was necessary to achieve important objectives.”  He states that “moral framing of leadership substantially oversimplifies the real complexity of the dilemmas and choices leaders confront.”  There is no doubt that leaders are often in positions where, they have to “do” things that we may think are “bad” in order to get things done and possibly benefit the greater good.

So where does that leave us in developing leaders who have emotional intelligence but are also able to make difficult decisions that may not always be popular?  Spewing insults at others does not seem to be a characteristic that leaders should be rewarded for. But this year’s presidential primary races are filled with this tactic.  How will leadership development experts address this in their programs?  Our equine assisted action learning program, like many others, has been built on creating authenticity, trust, respect and collaboration and doesn’t incorporate this juvenile skill being used by these potential leaders.   As unpleasant as it is, it seems that the portrayal of what a “strong” leader looks like in this presidential race is something that leadership development professionals have to find a way to address.  At what point do we sacrifice our values for results? In their book The Leadership Challenge, authors Jim Kouzes and Barry Posner repeatedly talk about their research on leadership and the top traits that followers look for in a leader.  Trust is at the top of that list and they go on to offer extensive discussion on the role that values play in becoming a trusted leader.  Again, given the current atmosphere of vile conversations among people who are vying to lead the United States (as well as many who are running for state offices), how do those of us in the leadership development field address this in our programs?

At some point it would seem that we have to stop focusing on being angry and begin to look at how our view of a strong leader has moved from confident yet compassionate to mean and nasty.

My next blog will address the second point at the start of this article:

• Should we do away with all school programs and policies that have to do with teaching young people how to deal with conflict without using violence and bully behaviors?  How will the language and behaviors of our political leaders affect school suspensions for students who “act out” by using physical and emotional violence against their classmates?

The Role of Predatory Leadership in Workplace Bullying

I recently attended an insightful presentation given by Amy Shannon of Pinnacle Leadership Solutions at which she talked about “Workplace Bullying – The Silent Epidemic.”  The statistics that were presented were staggering:
·    35% (an estimated 53.5 million Americans) of the U.S. workforce report being bullied at work
·    72% of workplace bullying is done by people in positions of authority
·    43% of bullies have an “executive sponsor” who protects him/her from being disciplined for the behavior

So what is the definition of workplace bullying? According to the Workplace Bullying Institute, it’s defined as “repeated, health-harming mistreatment, verbal abuse, or conduct which is threatening, humiliating, intimidating, or sabotage that interferes with work or some combination of the three.”  Some people may dismiss these behaviors saying “Oh, that’s just how he is – he doesn’t mean anything by it.”  Or “She’s just having an off day.”  The truth is, people who use predatory leadership behaviors such as bullying to influence others are doing it with the intention of creating submission through fear.  Most likely they know exactly what they are doing and why they are doing it.

Employees on the receiving end of bullying are often made to feel that they are “troublemakers” and may end up being re-victimized by managers and human resource staff who don't understand the nature of the problem or don’t enforce policies that are in place.  Not addressing an employee’s concerns about a co-worker or boss who is exhibiting bullying behaviors can be costly on several levels.   Employees who are being bullied are likely to be less productive, take more sick days and experience much higher levels of stress, which can lead to a multitude of health issues.

In addition to the above mentioned effects, employers who do not address bullying may be setting themselves up for legal issues.  If an employee reports bullying to the human resource department and nothing is done to address the employee who is doing the bullying, the employee who is being victimized may sue the entire organization for the damages caused by the bully (physical and emotional health issues, economic effects).  That seems like a large liability for an organization.  Yet, as mentioned earlier, “43% of bullies have an executive sponsor who protects him/her from being disciplined.”

All of this leads to the question we need to be asking “Why does this behavior happen in the first place?” Bullying is often tied to a perception that power is obtained through fear and intimidation.  People have subscribed to this theory of predatory leadership for thousands of years.  We perceive that the individual that acts aggressively toward others is the “leader” and the rest of the group follows out of “respect” so this has been the leadership style most widely practiced.  The reality however is that in most groups, the leader is actually the member who is calm, assertive and confident in managing the social structure of the group.  Horses are an excellent example of this kind of non-predatory leadership.  The “dominant” horse – the one seen biting, striking or chasing the other horses in order to secure resources -- is thought to be the herd leader.  This is completely the opposite of what is actually true.  The herd leader is the individual who acts in a calm assertive manner while accessing resources as well as in reacting to potential threats.  The leader is able to assess how much influence needs to be exerted to let others know what he/she expects of them.  The communication may be as subtle as the movement of an ear or as blatant as a bigger body movement.  This is non-predatory leadership at its best and creates a much healthier environment for all because the intention is not to influence through fear but through trust.

Non-predatory leadership is not about being passive.  It is about using social and emotional intelligence to show respect, create boundaries, set an example of healthy relationships and understand that everyone has an important role in the group.  Bullying has no place in the practice of non-predatory leadership and organizations that have issues with bullying should re-evaluate whether they are providing the right training opportunities for their managers and employees to prevent a culture that allows and possibly even encourages predatory leadership as the way to manage employees.

I’ll write more about the concepts of non-predatory leadership in future blogs.  To find out how you can gain the skills to lead with social and emotional intelligence, check out our website at www.wagersway.com.

Why Coaching Skills Are Critical for Leaders and Managers

Executive Coaching Session at Wager's Way

 “The right coaching, at the right time, can pay huge dividends for employers seeking greater loyalty, productivity and contribution.” -- It’s Game Time: Your Practical Employee Coaching Playbook, SABA (2015)

I once worked as the manager at a small horse farm where I was the only full-time employee – meaning I not only was training the horses, but also was responsible for the daily barn work (feeding, cleaning stalls, and helping the owner with various projects).  The owner of the farm was “unique” and as someone who generally tries to get along with people and certainly don’t see myself as a slacker, I usually was able to pass off her comments to me on my job performance.  One day however, she said to me “You are the worst [manure – but that’s not the word she used] spreader I’ve ever seen!”  Now, to give some context here, she didn’t have a manure spreader that automatically spreads the manure so I had to put the manure in the tractor bucket and then “spread” it by tipping the bucket just right and driving backwards at just the right speed to try and spread the manure in a thin layer in the field.  Anyone who has ever had to spread anything using a tractor bucket knows it takes practice to figure out just how much to tip the bucket forward in order to spread whatever is in there without dumping it all out in one pile.  That was 20 years ago and I can still remember thinking “REALLY?!” when she said that to me.  I went home that day feeling confused and disappointed that despite all of the work I did for this person, while often enduring her off-handed remarks about various things, my boss’s only comment on my performance was that I was the worst spreader of manure that she had ever seen.  I think I worked for that person for about a year before moving from the area.  After that experience I went on to work for someone who was an amazing coach and mentor to me.  I ended up moving from a temp position in a mail room to being the executive assistant to the Chief Operating Officer of Communications and Public Affairs in less than 2 years because of her coaching.

Now that I do leadership and team development as well as executive coaching, I often hear from others that they have experienced similar kinds of comments regarding job performance.  If you have experienced that kind of “feedback,” did it make you want to do better in your job?  If you have given that kind of “feedback,” did you really think that it would make your employee want to do better?  I’m guessing not on both counts. While a lack of coaching and feedback can lead to good employees leaving an organization, giving feedback that is subjective and judgmental is just as damaging.  Ironically, coaching employees to improve performance is not something that comes easily to most people.  It takes practice and a great deal of understanding human behavior to be able to offer feedback that is productive.

So how can you develop your coaching skills to help your team’s performance (which ultimately makes you look better as a manager as well…)?  

• First, it’s important to understand exactly what you think your employee needs coached on – is there a gap in hands-on skills? Does he or she need help with time management?  Is the employee clear on what is expected of him/her?  Without answers to these questions, it is almost impossible to offer coaching that will produce the changes necessary to improve performance.  

•           Once you have identified what you feel needs improved, it’s important to “ask the right questions and engage in dialogue to increase your direct report’s awareness of his/her own choices, actions and behaviors, along with their impact – as well as gain buy in for the development plan” (Harvard Business Review Guide to Coaching Employees, 2015).  This is where having some basic knowledge of human behavior is helpful.  Not everyone has the same strengths and talents so while something may be easy for you, it may not be easy for someone else who has strengths and talents in a different area. (I recommend reading Strengths-Based Leadership by Tom Rath and Barry Conchie to learn more about how different strengths impact teams.)   

·         

•          Coaching is not teaching.  While you may feel tempted to want to “teach” the employee what you think is the “right” way to fix the challenge, it will be much more productive long term to coach the employee on finding the solution themselves.  If you can coach him/her to understand what is causing the challenge, you can then provide guidance to in seeking solutions.  Doing this well involves facilitating a discussion that allows the employee to think about what is really at the root of the issue.  Do they need more training? Are they not getting information from other departments or staff that they need? Are they having non-work challenges?  In their article “Coaching Through Questions” (T&D Magazine, March 2015) authors Steve and Kimberly Gladis state “A coaching approach that relies more on asking questions than giving answers better engages employees.”

·  

•           Be sure to reframe how the employee describes the situation to be sure you are not interpreting it through your own experiences.  Repeat what you heard him/her say – “So what I hear you saying is that you feel that you don’t have the appropriate skill set for this project.  Is that correct?” If the employee confirms this is the issue, then you can work with him/her to develop a plan to address the problem.  When someone reframes what we say and gives it back to us, we can confirm or correct that what we are saying is what is being heard and then work to find a solution that works.

Communication and an ability to provide constructive feedback is at the heart of being a successful leader or manager.  It is critical that leaders and managers at all levels acquire the skills necessary to be able to facilitate coaching dialogue with their team members.  Becoming an effective coach will make you a better leader or manager and will ultimately benefit the entire organization by having team members who are happy, productive and loyal.

Want to improve your coaching skills?  Contact us info@wagersway.com to find out how we can make you a leader that people want to follow!

Why Won't This Employee Do What I Want!

“They [business schools] rarely allow room for students to develop intra-personal skills, or the skills that come from being a self-aware person.” – Elad Levinson, Senior Organization Effectiveness Consultant

I read the above statement in Mr. Levinson’s blog titled “Training is a Necessity, Not a Luxury.”  As an advanced facilitator who owns a professional development consulting business, I of course was intrigued with much of what Mr. Levinson wrote.  Granted he was also selling his program, but the content of his blog is very much in line with what I experience in marketing my program – organizations have a difficult time understanding the importance of developing their employees through training, especially as it impacts their bottom line.

I am passionate about helping people realize their potential.  My work is not just a job – it’s filled with purpose and it is tremendously rewarding to watch my clients gain insights about themselves that help them to be better leaders, team members, family members, etc….  The challenge is getting potential clients to see how their misconception of the importance of training and coaching employees is having a detrimental effect on their organizations.  Over and over managers can be heard using the following descriptions of their staff: “lazy, unmotivated, unskilled, unwilling, disengaged….” the list could go on and on.  While it’s true that there is a percentage of employees who honestly do deserve those kinds of descriptions, I would offer a different perspective for managers to think about in how they interact with their employees.

In my equine assisted action learning workshops, I hear many of the same descriptions noted above when clients are interacting with the horses.  What I know about horses (after 30 years of working with them) is that they react to what is communicated (or not communicated) to them - both verbally and non-verbally.  And how we communicate with them is highly dependent on how we interpret their behavior.  If we interpret the horse’s reluctance to do something as being stubborn or lazy, then our reaction to them will be reflected as such.  How do we generally react to someone who we interpret is being stubborn or lazy? Usually with some kind of strong pressure, with the intention of making that person do what we want.  And when they don’t do what we want, we decide it is they who are the problem. This reaction rarely is successful with horses or people (when they are given the choice of whether to engage or not).  What if, just for a moment, we consider that what we perceive to be stubborn or lazy is actually protection or calm assertiveness?  Is it possible that someone’s “stubbornness” or “laziness” is actually their way of communicating that we aren’t being clear in what we want?  If we changed our perception of a behavior to reflect the latter, how might that change our interaction with the employee?

The only way for managers to gain a thorough understanding of how to see situations differently is through training that helps them gain awareness of themselves and how they interpret the behaviors of others.  If organizations want to reduce turnover, especially with non-management staff, then they need to invest in training their managers to develop the skills needed to realize that employees who are reluctant to complete a task, may not be stubborn, lazy, unwilling, etc…. They may need to be communicated to more clearly and coached on how to complete the task.

Communication is a key component in successfully leading and managing team members.  And learning to coach employees through effective communication is a skill that is critical in today’s work environment.  Are you investing in your managers?  If not, you may be affecting your bottom line and impeding the ability of your organization to stay competitive.

Wager’s Way is offering a full day workshop on “Coaching Employees to Maximize Engagement,” July 17, 2015.  For more information, visit our website at www.wagersway or e-mail me at ginny@wagersway.com.

Business -- still a human enterprise

Recently I was reading information about a Master’s in Business Psychology (MBP)program and was struck by the following statement: "Business is still a human enterprise.”  Think about that.  In our current technology addicted world, business is still run by, marketed to, and dependent on consumers who are human.  Although companies use technology to accomplish many tasks, people are the ones inputting and processing the information that affects finance, marketing, management and operations of the organization.  Successful businesses still need to have team members who have good “people skills.”  And yet ironically, it seems that these skills are getting less and less focus in professional development.

Unlike a traditional MBA, the MBP program incorporates the philosophy that managers and leaders need to not only understand business (finance, marketing, economics, etc…) but also how people think, interact and behave.  As a leadership and team development facilitator, I see the importance of interpersonal and relational skills in creating organizational success.  The business of quantitative decision making is also the business of understanding psychology and how the brain works.

There is now a great amount of neuroscience research about how the brain works and how that needs to be incorporated in to leadership development programs.  In a research review titled “Social Cognitive Neuroscience and Leadership” (D.A. Waldman et. al., 2011) the authors state

…by understanding the neurological bases for transformational leadership behavior, we may be better positioned to develop such leaders in a more realistic and systematic manner. Thus, instead of simply putting people through a one-size fits all leadership development program, the brain may give us some insight as to how and why specific individuals in leadership roles feel, think, and ultimately learn new behaviors. With this knowledge, leadership development activities could be better customized to fit the unique neurological structure of an individual leader.  

Studies are showing there’s an increased demand for individuals who understand how human behavior factors into a strategic advantage for an organization.  As a leader or manager, what can you do to improve your “people skills?”  There are any number of books and seminars addressing this component of being a better leader or manager.  But I would propose that you go a step further and find an experiential action learning program that creates the opportunity for you to put theory into practice through training that can complement the books you have read and seminars you have attended.  Books can describe how to work with different types of people and what to notice about your own behaviors.  And seminars can provide some role playing activities that try to simulate situations that leaders and managers may encounter.  But in order to truly become self-aware and recognize how you are influencing those around you under a variety of circumstances, you need to have the opportunity to interact in activities that promote immediate non-judgmental feedback.  With this kind of feedback, you can process the behaviors and actions that created the situation, explore other solutions and then implement new actions and behaviors to achieve different results.

This is what we do at Wager’s Way Equine Assisted Action Learning program.  We create a learning environment where many variables can affect the outcome of an exercise and then we facilitate a discussion of those variables and how an individual worked through them to be successful.  Through immediate nonjudgmental feedback from our equine co-facilitators, theory is put into practice and individuals gain insight and skills that they are able to take directly back and apply in the workplace.  Behaviors, strengths and challenges are acknowledged and discussed to formulate more productive outcomes.

While there is certainly great value in seminars and virtual learning for leaders and managers (low overhead, convenience) it is also important to examine whether these types of professional development programs are enough to create the kind of change that helps leaders and managers develop the “people skills” needed to be effective.  After all “Business is still a human enterprise.”

Ginny Telego is a Certified Advanced Facilitator and owner of Wager's Way, an equine facilitated action learning program in Ashland, OH.  www.wagersway.com

"Show 'em who's boss" -- Really?

(http://swebman.com/2013/04/29/boss-vs-leader-2/)

I’m sure that most people have seen the image that has circulated on Facebook featuring a list of traits that differentiate a “boss” from a “leader.”  I think this is an important distinction to make in light of how these opposite styles of leadership can affect an organization.

On occasion when I was teaching riding to kids, parents would be nearby, watching proudly at the sight of their child happily leading a thousand pound horse to the grooming stall.  As often happens with inexperienced horse handlers, the horse would sometimes veer “off course” to the hay pile that was just beyond the grooming stall.  When the child struggled a bit to figure out what to do, parents would quickly say to them “You need to be the boss of that horse and make him do what you want.” 

     

      Okay, let’s chew on that statement for a moment.  

A. What does “be the boss” mean to a 12 year old, who has likely expressed disdain at being bossed around by anyone?  Words and phrases in the thesaurus describing “boss” include: “Command, Bully, Give orders in a demeaning manner and Person in charge.”   To most kids and adults I know, none of these words represent positive attributes.  In fact, most people clearly state their dislike of other people who exhibit those characteristics.  And, I find that many people are actually uncomfortable with the thought of being “the boss.”  My guess is that most people don’t want to be called “the boss” as they believe that it paints them in a negative light.

      B. What is the parent inferring when they use that phrase?  Where is the parent getting their reference of the term “boss” from?  When people use the phrase “you need to be the boss” I immediately begin to wonder what their reference point is for it.  Do they have a “boss” who “makes” people do what the boss wants?  Or are they themselves “the boss” who tries to make others do what they want?  As I work with individuals and groups in my equine experiential leadership and team development program, the notion of “being the boss” is one that quickly becomes a point of discussion when people realize that it is not the way to lead others in a way that creates trust.  The horses are very good at providing non-judgmental feedback to support this.    

C. Do the actions of “being the boss” really make a horse – or people for that matter -- do what you want? Going back to the parents encouraging their child to “be the boss and make the horse do what you want” -- have you as an adult ever tried to “make” someone do what you want and been successful in the long term?  While horses can be extremely compliant, they also are quite a bit more powerful than humans and if they really don’t want to do something, they don’t have to.  If you’ve ever been bucked off a horse, you know what I’m talking about.  When you think of someone who is bossy, what are the actions that you associate with that?  I’m guessing they are not actions that create a warm and fuzzy feeling for you or encourage you to want to go along with them.  Going back to the thesaurus: “Command, Bully, Superior, Give orders in a demeaning manner….”  In most instances, these are not the actions that make people (or horses) willingly follow someone.

Certainly there are times (with horse and humans) that we need to be insistent on getting our needs communicated - especially if there is risk of harm.  But in most cases when people use the phrase "Show them who's boss" it is simply a way to portray dominance, which is not leadership.

What if, instead of advising their child to “be the boss and make the horse do what you want,” the parent said “be the leader and the horse will come with you” – would this change the interaction?  How many organizations have too many people in leadership positions thinking that “being the boss” is the way to get people to do what is needed?  I’m guessing your response is “Too many.”  I agree.  So let’s start changing our leadership vernacular. Trust and a willingness to follow are not the result of “being the boss” – but they ARE the result of being an effective leader who communicates clearly with intention, empathy, compassion and an understanding of what motivates different individuals.  It’s what horses respond to and I believe it’s what people want as well.