Unrecognized Ineffective Habits of Successful Leaders – Part Two

Showing visible emotions have no place in business. Leaders who use emotional volatility as a management tool will only survive a short time as an executive. They use scare tactics to get the job done and use and abuse those around them.

“Last week we talked about great leaders who attempt to add too much value by taking over every meeting and every situation and promoting themselves to all who will listen. This week we will explore the deterioration of management respect when overusing emotions. To read last’s Part One, click here https://marykuniski.com/2018/06/27/unrecognized-ineffective-leadership-habits/.

“I realize there is something incredibly honest about trees in the winter, how they are experts at letting things go.” 

Jeffrey McDaniel

Overusing Emotions

Speaking when angry

Showing visible emotions have no place in business. Unfortunately, we are all human and no matter how hard we try our feelings will come out from time-to-time when we are facing stressful situations.  Our response to these unexpected emotions often separates the good from the great leaders. Alternatively, leaders who use emotional volatility as a management tool will only survive a short time as an executive. They use scare tactics to get the job done and use and abuse those around them.

I once worked for a Regional Vice President who believed in using emotional volatility as a scare tactic to engage his store managers across the region. One can only guess how he rose up the ladder to that level. For nine months he drove the staff crazy with his ridiculous demands. Store managers and their crews were working around the clock to meet his requirements. The stores did improve in appearance, but after a time the regional management team had enough of his needs and together made serious complaints to the corporate office. Not only did this leader have to apologize to his team of District and Store Managers, but he was demoted to a store manager and never had a chance again to rise to a leadership level. His career virtually ended after the complaints rolled in.

“Speak when you are angry and you will make the best speech you will ever regret.” Ambrose Bierce

How does one control his or her emotions?

Here’s a simple formula. Think Ctrl, Alt, Del. Ctrl stands for controlling your emotions. Alt stands for altering your attitude, and Del stands for delete negative thoughts. The next time you feel ready to explode, hit ctrl, alt, del on your emotions and smile and reboot!

 Negativity

 According to the U.S. Bureau of Labor Statistics negativity costs business $3 billion a year due to its harmful effects. No matter what the cause, negativity is damaging to the workplace. Gossiping, poor attitude, communication, and even external investors can breed negativity. Unless a leader quickly and directly addresses the situation, the consequences will tangibly affect the business. For instance, negativity can lead to distrust within a team, a decrease in employee engagement, or even liability issues if it evolves into harassment. Negativity in the workplace saps energy and diverts attention from productivity and performance, and because of this, leaders need to be proactive in maintaining a positive culture.

How to convert to a positive culture?

Leaders need to model the behavior they want to see. For example, if a leader spends his/her entire management meeting verbally acosting his/her staff when business is down, business will likely get worse. The best leaders I have experienced  communicate in a positive way that they understand why they did not make the plan during the previous period, but identify all the ways the team can overcome the problems they had in the last period. All they need to be successful is a positive approach and extra elbow grease. Using this method provides an encouraging positive environment that discourages negative gossip and improves morale.

Leaders who provide rewards and recognition to their team will see an increase in morale and productivity. Negativity is harmful to the workplace and can be eliminated through positive communication and individual recognition.

Clinging to the past

I once had a district manager who loved to say, “shoot while the ducks are flying.” One day during a district visit my store manager got out a pop gun and put a plastic duck in a Ficus tree. When the DM walked into his office, the store manager came out from behind his door and shot the duck. While it was not a good idea to be holding a gun when his DM showed up, the store manager made his point that we cannot live in the past. Our customers and we struggle with change. How many times have we heard or said, “but we have always done it this way or if it ain’t broke don’t fix it.” The point both parties were making was going after the business while its happening. Do whatever you need to do to keep it going.

Today, we are experiencing change more rapidly than at any time in history. In 1984, my husband and I  purchased the a board game called Dark Tower. It was the first game with some technology. The game had a tower that spun around for each player. It was pretty exciting, and we spent three days playing it before realizing we were obsessed with the game. Think about what we are obsessed with today. We are in an age of virtual distraction, and our electronics are changing faster than we can absorb. The ideals, beliefs, and perspectives of the past are exploding to reveal a wildly different future, which is why we are perplexed when we see businesses frantically clinging to the past and relying on old approaches rather than shaping new ones. Consider the retailers that failed or are failing due to their inability to change. Montgomery Ward – the original eCommerce retailer failed because they could not adapt to match the Amazon fulfillment approach. They merely operated themselves out of business. Radio Shack, a key retailer of electronics could not keep up with the changing marketplace. Toys R Us – the number one retailer of toys going out of business now. How does this happen? Undoubtedly, the failure of leadership to accept and make a dramatic change to keep up with the changing landscape made a massive contribution to the failure of these retailers.

Too often, we fall into the trap of thinking that our past successes will enable future ones. Events occur, and we overestimate the risks of attempting a new approach to driving business and underestimate the risk of standing still. For example, would we ever have thought that 9/11 would happen and reinforce the need for us to accelerate our rate of change, innovation, and creativity?

How do we make change happen?

Use the acronym ADKAR to remember the steps. First, make sure all employees are aware of the need for change. Outstanding communication that identifies the business problem and provides the financial implication of the problem is required. If the message is on point, it will generate a DESIRE for change. Escalating the desire for change is crucial to final acceptance. Next, an evaluation needs to be completed to determine if each workgroup has the KNOWLEDGE and ABILITY to make change occur and be successful. Most important of all is REINFORCEMENT of the change. Leaders who do not identify a methodology to ensure the change sticks are immediately subject to failure.

Making excuses

“In the long run, we shape our lives, and we shape ouerselves. The process never ends until we die. Moreover, the choices we make are our responsibility.

Eleanor Roosevelt

Why is it that we believe we need excuses for not getting work done. We are all busy so making explanations look legitimate has gotten a lot harder. How many times have you had an employee arrive late for work and say traffic was horrible when you were in the same traffic. Perhaps you have someone that is known for not answering his/her emails. Their excuse – it went to my spam email. These plausible excuses become more and more deniable as time goes on.

As a leader, do you accept responsibility for your actions? Accepting responsibility has two primary components. First, one has to take responsibility for his/her actions or failures. Leaders who fail to do this will immediately lose the respect of his/her staff. All human beings make mistakes and/or poor choices – some mistakes being worse than others. Errors include occasions when we fail to act when we know we should.  The second component is accepting responsibility when you have indirect responsibility for those that report to you. When you take responsibility for your direct reports mistakes your character is revealed.

Accepting responsibility, both personal and indirect responsibility is one of the most important factors in defining a person’s character.  When that responsible moment comes, what you do or don’t do is an indication of the type of person you are.

How to change?

Accepting responsibility requires you to own your behavior and that of your team. Admit your misconduct or failure-to-act when you should have done so. Next, offer a sincere apology to those you have wronged. If possible, make amends or do what is needed to correct what you have done. Finally, accept whatever punishment is handed out for the choice you made. These steps may sound simple, but they can be tough to take. Accepting responsibility is part of being a great leader. Start early in your career with this process and accepting responsibility becomes more natural as time goes on.

Playing Favorites

Who doesn’t like to be the boss’s favorite? Unfortunately, for all its management inappropriateness, favoritism is rampant in the business world.  Georgetown University’s business school surveyed senior executives at companies with over 1,000 employees and found that 84% admitted bias is alive and well in their organizations. There is an apparent reason for this behavior. Managers want to give work assignments to those employees whom they can trust. Typically, the favorites are the trusted employees. Trusted employees are most often given the favored assignment due to their competency in completing the task, but this behavior does not allow other employees to be trained or show their skills. They too might be supported if allowed to show their skills and abilities.

How to stop showing favoritism?

Leaders need first to be aware that they are showing favoritism. One of the best ways to ensure they are not favoring certain employees is to make a conscious effort to divvy up the work assignments in a fair and equitable way. Next, managers need to hold themselves and others accountable for getting the work done. If one of the employees fails to do the job, don’t let them off the hook. Instead, challenge them to get back on track and only give them help when they have made the effort to complete the work themselves.

Executives can be successful leaders by receiving stakeholder-centered feedback and addressing areas of opportunity like those discussed in today’s blog.  With courage, humility, and discipline good leaders can become great leaders. The business world could use a lot more great leaders! For more information about improving your leadership skills, contact Executive Coach, Mary Kuniski at mkuniski@me.com.

Published by GoldenProfessionalCoaching.com

A Marshall Goldsmith Stakeholder Centered Coaching Company

We Build Tomorrow’s Leaders

Reference:

“What Got You There Won’t Get You There.” Marshall Goldsmith, pg. 40

“The Golden Book” Dale Carnegie

“https://www.forbes.com/sites/victorlipman/2018/01/16/a-common-but-overlooked-   howmanagement-problem-playing-favorites/#7f7771f635dd

https://appliedpsychologydegree.usc.edu/resources/articles/discouraging-negativity-in-the-workplace

 

 

Author: MKUNISKI@ME.COM

Mary Kuniski is a catalyst for business and individual change. Throughout her career, she has consistently led corporate businesses into the future, often achieving process improvement and change that others could not. Mary’s enthusiastic attitude and tenacious ability to keep moving forward is why she identifies with this quote from Dale Carnegie: “Most of the important things in the world have been accomplished by people who have kept on trying when there seemed to be no hope at all.” Passionate about problem resolution and committed to coaching and leading others, Mary is driven to ensure that everything she does provides lasting value. At a young age, her leadership and public speaking skills were recognized and nurtured through her ten-year participation in 4-H. She has also fostered change for businesses such as Parkinson Voice Project, where she directed the implementation of their website and online learning management system, and Overhead Door Corporation, where she created and launched a successful core data process improvement strategy. During her tenure with The Michaels Companies, Mary held five Director positions and three Vice President roles, and pioneered the company’s expansion into Quebec. Her efforts to lead the transformation of over 40,000 craft items to three languages resulted in Michaels becoming the first international retailer to acquire language certification from Quebec on the initial attempt. This meant Michaels successfully adherred to strict French-language laws. Mary has over 20 years in executive leadership in the retail industry and for 10 years led supply chain shipment improvement and savings and reduction efforts at Michaels. Mary is a Dale Carnegie graduate, certified trainer, and consultant for Dale Carnegie DFW's Executive Leadership training. She holds an MBA in Global Management from the University of Phoenix and a degree in Human Development, Clothing Studies from Pennsylvania State University.

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