Establishing your Leadership Credibility

In order to be offered a role as a leader you must first be seen by others to BE a leader. You must
demonstrate leadership capability before others are likely to entrust a leadership role to you. However, it may sometimes feel like a chicken and egg situation - How can I demonstrate my skills as a leader if I don't have people to lead?

Think instead of establishing your credibility as a potential leader by demonstrating the key qualities and characteristics that have universal appeal in our leaders. Ask what you would look for in a leader and ensure that you demonstrate those same traits.

There is always a leap of faith in the promotional process, assumptions that are being made regarding capabilities that are extrapolated from observed behaviour. Increase your odds by being more strategic about the behaviours your audience observes in you.

When it comes to building your leadership credibility note that consistency is key. It is the behaviours that others observe over and over again that they will come to trust are representative of 'you'. Doing something once, no matter how great, could be viewed as an exception, not the rule. When it comes to your credibility and reputation it is therefore the every-day consistent behaviours that carry the greatest weight.

Take a look at what your behaviours, demonstrated each day, say about you and your leadership potential. If they are not telling the story you want told it is time to start re-writing. To help get you past any writer's block you may experience, here are 5 leadership behaviours you may want to ensure are in evidence...

1. Walk Your Talk.  Think carefully about what your expectations would be of your direct reports and ensure that you are modelling those behaviours. People are far more likely to trust in leaders who lead by example. Ensure that you are setting the example you would want others to follow.
2. Deliver on your Promises. Make your word your bond. Over-deliver, don't over-promise. Big words have no meaning in the long run if they are not backed up by the promised results. People will come to trust and believe in you if you ensure that you always live up to your agreements.  Under promising and over delivering is a sure-fired way of building customer loyalty.
3. Engage Others. Working as a lone wolf may serve to highlight your personal capabilities but it does nothing to demonstrate your ability to lead. Successful leaders can't lead from a bubble. They interact, they engage, they motivate. Show others your ability to engage and get work done through others to highlight your leadership potential.
4. Listen.  Don't make the mistake of thinking that you must be the most-heard voice around the table to be seen as a leader. A critical skill of successful leaders is their ability to listen to the opinions and expertise of those around them. Listening is a critical skill of leaders and a skill that seems to be in short supply in the work world of today. Cultivate your listening skills today to strengthen your leadership skills of tomorrow.
5. Take a stand. Leaders need to make decisions. This means that they need to be able to take a stand on issues and stay the course when needed. Decision making is not always easy but the one guarantee I have for you is that it gets no easier as you move up the ladder. The decisions get more complicated and the potential impact far greater. If no one sees you taking a stand on issues today they are not going to believe that you will be any more likely to do so in the future. 

Your credibility is built over time, which means there is no time like the present to begin building yours. Like any structure, it is built one brick or board at a time. Anything you do that supports the leadership message adds to your building, anything you do that works against it takes away. How quickly your building and message come together is dependent upon the consistency of your positive behaviours. 

As much as the list I provided above highlights behaviours we would like our leaders to demonstrate it is likely is also a list of behaviours that would serve us all. Walk our talk, live up to our agreements, be respectful of those around us, listen to what people have to say and be prepared to take a stand on things that matter. Certainly a recipe for success, but not a bad recipe for living.

Tip Thursday - Communications

In research, the following is found to be true... that those who talk more are more likely to be perceived as dominant, more competent, intelligent, trustworthy, the Leader. Unfortunately, studies also find that in mixed groups (ie: business meetings) men tend to speak 75% of the time, effectively reducing women's voices around the table. Apparently women's challenges lie not only in getting to the table in the first place, but in establishing a voice around the table as well! Therefore, it is not enough to show up.  If you want to be perceived as a leader you must also learn to speak up!

Why Being 'Too' Nice can Kill your Career

We grow up being taught to play nice with others.  We're told to be nice or others won't like us. These messages serve to teach us, at an early age, that being nice can gain us social recognition and acceptance. In the name of full disclosure, research does show that being nice can have positive benefits such as...

• boosting your health
• increasing your happiness level
• slowing the aging process
• appearing more attractive to others
• feeling good about ourselves

Given the above, wouldn't we want to be as nice as possible?  As it turns out... no.  As with many other things in life, there is a balance and too much of anything is not always better. It seems that being 'nice' in business is okay. It can help us to be seen as collaborative and supportive of others; to be seen as a positive, caring leader.  However, if we somehow err and skew a little too far on the 'niceness' scale, tipping over into being seen as being 'too' nice... we, and our careers, are likely toast.

If you're 'Nice' you are deemed to be friendly, kind and pleasant.

If you're seen as 'Too Nice' though, you are viewed as being overly accommodating and focused solely on pleasing others. This deferential attitude can, and has, cost many people promotions, without them ever understanding why.

Research into the perils of being seen as being 'too nice' have found that the potential negatives are quite numerous...

• often taken for granted
• viewed as being too 'soft' 
• seen as indecisive
• easily manipulated
• politeness can cost them visibility
• feel exhausted trying to please everyone
• ignore own self interests on behalf of others
• lack a 'position' of their own on issues
• can appear needy and insecure

The implication is that if you are 'too' nice, then you lack the confidence and strength of will to make tough, unpopular decisions.  As a result, careers get stalled.  Leaders are required to give voice to their opinions, to take a stand on issues, to make tough decisions, to push actions forward.  They need to hold others accountable to standards and to provide direction and even discipline when needed. 

The assumption of others though is that if you are 'too nice' you will be unable to fulfill some of the more difficult aspects of a leadership role.  In particular, that you will compromise some of your decisions in favour of maintaining the goodwill of others, that you will shy away from confrontation, that you will be more susceptible to the influence and persuasion of others. 

If you find that you get caught up in wanting others to like you, that you are a little too concerned about what others think, if you are constantly putting your own interests on the back burner, if you describe yourself as the 'peace keeper', or if you are consistently taking actions that don't 'rock the boat', you are likely skewing into the 'too nice' zone.  Many a career has floundered and even been sunk in this zone, in which case it should be avoided at all costs. Try using any of the following to help keep your career on the right track...

• Work on saying 'no' more often
• Actively put some of your needs before others
• Develop your thoughts, strategies and position before seeking the input of others to help you stand firm in the face of conflicting needs
• Learn to interject your thoughts in meetings to gain visibility 
• Stop holding back to be polite
• Adopt more confident body language cues
• Establish your absolutes, lines you absolutely won't let others cross
• Stop agreeing with everyone and everything
• Respect yourself more and expect the same from others

And if you find it too difficult to let go of the need to please others...  maybe the best solution for you is to simply continue to please 'em... just put your name at the top of the list and please yourself first!

Doing versus Changing

Take a look at your day to day actions and ask yourself... how much of the time I spend working each day is focused on getting things done and how much is involved in actions that are changing how things get done?  The answer may surprise you.

Many of us spend the majority of our days getting things done.  And many of us get a lot done.  There is a significant volume of work that finds its way onto our desk that we actively work at answering, resolving, processing, reporting, delegating, fulfilling and getting 'done'.  Enough so that we are stymied when we don't get the promotion.  You know... 'the' promotion.  The one that we thought all of the work we had been devoting extra hours to had set us up for.

Although we may question the 'why' of being passed by, the answer probably rests in the question I posed in the beginning of this article...  Are you doing things, or are you changing them?

Getting things done is a great way to prove your value to the organization.  If you are surrounded by those that are not as committed to contributing their efforts to achieving results, then it is a great way of trying to ensure your employability, as much as is possible in these times of rightsizing at will. However much getting caught up in the 'doing' of a role may contribute to guaranteeing your continued employment, it is in no way a guarantee of advancement.

At some level there is a definitive shift in the perceived value of an employee from simply being able to push through a volume of work to a focus on the transformative nature of that work.  Leaders are required to think beyond the box.  They are not simply maintaining the status quo, but are finding ways to improve it, to increase efficiencies, to decrease waste, to increase productivity, to create a competitive advantage, to identify new opportunities, to build growth.  In short, a leader needs to introduce change.
This requires leaders to feel comfortable with change.  They must be able to identify what changes are needed and assess the value of various options.  They must be able to communicate the change and rally support behind the vision. They establish systems and processes that allow that change to become integrated into the operations of the organization.  And, most importantly, they need to do it again, and again.

The mistake that many make, in building their careers and attempting to increase their promotional 'attractiveness' to the senior decision-makers, is to focus on volume and not on change.  However, asking a potential leader what they changed in their current role is a key question toward uncovering what type of leadership you could expect from them.  If you promote based on volume completed, don't be surprised if you create a leadership team that focuses their efforts on maintaining the status quo,

If you aspire to assume greater Leadership roles then you need to start focusing on ensuring that all of the 'doing' in your day is creating and driving some positive change for the organization.  This is where the true value in effort lies and are the stories that support your bid for advancement.  Engage in the activities now that allow you to have great examples and stories to share when you are asked in your next interview... "What were you responsible for changing?"

Overlooked for Promotion Again? Top 5 Reasons Why

Most of of us have likely experienced a time in our careers in which we did not receive a much desired and
anticipated promotion.  Typically, we are left wondering why.  Looking to the individual who did get promoted sometimes leaves us with more questions rather than the answers we seek.  Over the course of my Coaching and Consulting career I have dealt with numerous highly talented individuals who have been seemingly left behind, yet again, without a clear direction for moving forward and gaining that coveted promotion.

In my experience, there are typically 5 main reasons why people fail to secure a promotion, each of which I share with you below in the hopes that you are able to see yourself in one (or more) and begin taking the steps necessary to eliminate this roadblock to your success.

1.  Your focus is on your current Performance and not on your future Potential.  Granted you want to be performing at your best, but that demonstrates you are capable of delivering at the level you are now.  It is important to couple this with a demonstration of your ability to do more.  And by more I mean 'other', not just simply more of what you are currently doing.  You need to understand what competencies are required, by those succeeding at the next level, and find opportunities to display those abilities.  People get promoted because of their perceived potential to take on more and greater responsibility.  Showcase the breadth of skills you currently possess while highlighting your ability to 'learn' new ones.

2.  No Bragging Campaign.  Doing great work is one thing; ensuring that people know about it is another. You cannot simply put your head down, work harder than anyone else, and expect it to get noticed.  Likely it will just get you more of the same work, not a promotion.  You need to promote yourself to get promoted. I know that introverts reading this are cringing right now - or jumping to the next point - but becoming proficient at Bragging is a necessity in today's business world.  People are far too busy to keep track of 'who' is doing what, they need reminding.  This needn't be a big brash obnoxious recitation of your accomplishments.  It can be small little tidbits, updates and reminders casually dropped into conversations. Crafting your campaign means that you are crafting the messages that others receive.  By understanding what competencies are required at a higher level you can use your Brag Bite moments to highlight your skills in those areas, building the perception of potential they need to see.

3.  Poor Internal Network.  This point is linked to your Bragging Campaign, but it is an important element in and of itself.  If you do not have a strong network, who do you have to brag to?  You need to have your campaign reach as far and wide throughout the organization as you can.  Therefore, you need a well developed sphere of influence, which includes those in decision-making roles. Who knows you? Who knows of you?  What do they know?    Getting your name onto the Succession Planning list means getting known by those managing the list.  Extend your network to ensure that these people are included.  If they don't know who you are, they aren't going to be in a position to add your name to the list.

4.  Lack of Accountability.  It all comes down to Reasons and Results.  You can have reasons why you didn't accomplish something, why it wasn't your fault, why it was out of your control... or you can have results.  Organizations tend to promote those who get things done, who make things happen.  The more that you are able to demonstrate the tenacity and determination needed to move through obstacles, the more the organization will be willing to invest more in your future.  Excuses and reasons don't cut it.  They may sound reasonable but the bottom line is simply... you didn't add to the bottom line.

5.  Lack of Initiative.  If you see a problem, fix it.  Find a solution.  Don't leave it for someone else to find.  Don't bemoan the extra work that it means for you.  Don't walk away with your hands in the air claiming 'it's not my job'.  If you want that promotion then you need to be prepared to demonstrate your commitment to the success in the organization, not just your commitment to your own.  They should be linked.  Taking initiative by stepping up to the plate and assuming responsibility for something outside of your direct 'job' demonstrates a willingness to take on new challenges.  It shows a sense of ownership that is looked for in those moving up.  Note also that every new initiative that you take on becomes one more brag-bite that you get to share, strengthening your campaign and message.

Promotions are not just 'givens'.  Showing up at work and doing your job are not the sole prerequisites for moving up.  You need to demonstrate your ability to take on more, to learn, to grow, to assume responsibility, to commit.  Develop your promotional plan and then work it.  If you want greater opportunities in the future then you need to be prepared to take actions beyond what you have done to get where you are.  If you aren't prepared to do more, then you will be required to step aside for those that are.

Defining Leadership

There are seemingly as many definitions of leadership as there are Leadership gurus.  We hire for it, train for it, strive for it... all without truly having clarity over what 'it' is.  I often am told by 'Leaders' within corporations that although they may not be able to clearly articulate what Leadership is, that they 'know it when they see it'. However, this nebulous target does not prove helpful for those seeking to develop and strengthen their leadership abilities.

Turning to the dictionary for help we find this definition of Leadership...

"Act of leading a group of people or organization"

Not a particularly helpful definition when you consider that it is attempting to define a term through the use of the same term.  If I don't understand what Leadership is all about, I likely don't understand the term leading. I do, however, like the inclusion of others in the definition.

Warren Bennis once defined leadership in this way...

" Leadership is the capacity to translate vision into reality"

I like the thought that leaders help to clarify a vision, to help turn it into something more tangible and achievable.  Leadership is purposeful.  However, clarifying the vision is not enough.  If people don't act upon that vision then gaining clarity has not proved 'enough' in truly benefiting an organization.

So far then we know that Leadership involves others, that it doesn't happen in a vacuum.  Additionally, we have determined that Leadership is necessary for shifting us from where we are, to where we want and need to be.  Another component I feel is an integral part of true leadership is highlighted in the following quote, by Bill Bradley...

"Leadership is unlocking people's potential to become better"

The important element to consider here is that true Leaders aren't simply using the existing skills of those around them, in the achievement of a goal, but are also developing and growing them.  Leaders help others thrive.  Often, some make the mistake of assuming that Leadership is a function of position, that a formal title immediately bestows upon the wearer the mantle of Leadership.  Take the following quote from Chester Bernard for example...

"Leadership is the ability of a superior to influence the behavior of a subordinate or group and persuade them to follow a particular course of action"

True Leadership though has nothing to do with position, title or seniority within an organization.  It does, however, have a great deal to do with influence.  You can use your positional power to direct the actions of others, but they are merely doing as they have been told.  Leaders use their influence to inspire the actions of others such that they choose to follow the desired course the leader has set.  Managers will use their positional power while Leaders will influence and inspire.

In establishing our definition of Leadership we have thus determined that..

• Leadership involves others
• Leadership helps to clarify a vision, it is purposeful, with an intended outcome
• Leadership helps to unlock the potential of others, maximizing their efforts
• Leadership uses influence and not position to motivate and inspire

Taken together we are left with the following definition...

"Leadership is the art of influencing others in such a way as to maximize their efforts toward the achievement of a specific vision"

Right now... this is working for me.  It seems to include the critical elements highlighted above but... your thoughts and input are always welcome.  Share with me below your comments about the article or your favourite Leadership quote!

Top 5 Tips for Improving your Emotional Intelligence

I am a student of success.  I believe that my clients, regardless of the presenting reasons they provide for hiring me as a coach, are all looking for greater success in their lives and careers.  This means that the more I learn about success factors the more I have to share with others.  My recent book is testimony to my ongoing fascination with the subject, providing you with 365 quick, actionable tips for success.

Despite my commitment to and fascination with learning, 'book' smarts are not enough to be successful.  You also need 'street' smarts to succeed, which is where Emotional Intelligence kicks in.  Studies are now showing just how critical Emotional Intelligence is to the success equation.  In fact, recent studies have found that 90% of top performers, within the organizations reviewed, are all high on the Emotional Intelligence scale.  These and other findings have led top Business Schools such as Yale to begin looking at Emotional Intelligence scores, along with high academic scores, to bolster their admittance criteria.  Their focus means it should also be your focus!

Consider Emotional Intelligence to be two key skill areas:

• the ability to express and control our emotions
• coupled with the ability to understand, interpret and respond appropriately to the emotions of others

Despite some ongoing debate on whether Emotional Intelligence is innate or can be learned, I believe strongly in the ability of each of us to improve whatever natural skills we were born with.  Indeed, much of my coaching practice enhances skills that relate to Emotional Intelligence, despite that not being the primary intent.  In order to help you to strengthen your skills and thereby heighten your success, I have pulled together what I feel are the Top 5 tips that will help you to develop your Emotional Intelligence.

1. Increase your Self Awareness.  You can't change or improve what you don't know needs changing or improvement.  If you do not regularly receive constructive feedback from others (360's are great tools for this) then you might want to explore some options for gaining some unbiased feedback regarding how others perceive you, how you interact with others, etc.  If your company doesn't offer tools such as this for their employees, or for your level, consider investing in it yourself.  Great leaders seek out the truth in how they come across to others in order to improve.  You need to do the same.
2. Strengthen and Practice your Communication Skills.  We know that our words have power but we often overlook the fact that 50 - 93% of our messages are conveyed through non-verbal channels.  The more that you strengthen your non-verbals skills, and your ability to read those of others, the greater your emotional intelligence quotient will be.
3. Develop your Listening Skills.  Yes, I know that technically Listening is part of the Communication process but in reality most people are either speaking or waiting to speak.  There is very little listening taking place.  Listening is usually an under-developed communication skill and deserves to be highlighted.  Everyone wants to be heard.  Your learning to listen more intentionally and purposefully helps you to receive more information from your dialogues with others.  Additionally, it develops the focus needed to help you recognise many of the messages coming from secondary messaging streams (like through non-verbals)
4. Show Interest in Others.  The more that you understand about the others you interact with the greater your ability to engage them positively.  Consider how valuable it would prove if you knew their interests, family situation, values, motivations.  Paying attention to others and showing interest in them, beyond what they can do for you, helps them to feel connected and valued which, in turn, makes them want to do more for you!
5. Learn to Recognise your Stress Triggers & Cues.  Let's face it, when we're stressed out we are likely to be more emotional, have a shorter fuse and be paying more attention to ourselves than to others.  In short, we tend to exercise less emotional intelligence in these stressed moments.  Improving our ability to recognise stressful moments (so we see 'em coming!) helps us to put more structure and support systems in place.  We therefore navigate the situation better, thereby reducing our stress level and leaving ourselves better able to manage our emotional response to it.  Sometimes though, stress sneaks up on us and we don't have the luxury of recognising it and planning for it.  It is therefore also useful to learn to recognise our stress cues, understanding how stress tends to manifest itself within us. For example, you may feel stress in your head primarily, resulting in your sleeping poorly, experiencing difficulty in concentrating, feeling the need to create to-do lists of your to-do lists.  If you learn to identify where you feel stress and how it typically manifests then you can use any of those cues as your early warning system, knowing that when they show up you are likely not in the best emotional state, highlighting the need to manage your emotional responses more consciously until you are under control again.

Like any muscle, you need to use a skill to strengthen it.  The 5 tips above will help you to grow and strengthen your Emotional Intelligence helping you to not only become more adept in managing and regulating your emotional responses but in perceiving and understanding the emotional cues of others.  Not only proving to be a tremendous asset in building your Success but skills that epitomize truly great Leaders.

(for more information on Emotional Intelligence you might want to check out Daniel Goleman's books below, which should be a part of any business and success library)

 

How to Avoid Push-back as you Lean In

With the relatively recent release of Sheryl Sandberg's book Lean In, much has been made of the need for women to advance their careers by learning to lean in to the meeting room table.  This requires women to be more assertive about taking on new responsibilities and opportunities, seeking challenges and taking on more risks. The problem, most posit, is that women don't Lean In enough, that they don't assert themselves and demonstrate the leaderships qualities necessary to get ahead.

As much as I agree that this is an issue for many (women have long unconsciously adopted many behaviours that help them be liked by others that also rob them of leadership presence) there is an equally large barrier for women's advancement that Sandberg fails to give equal airtime to; the Push Back that many women experience when they do Lean In.

When women behave in confident and assertive ways (as a Leader) they often find that they receive Push Back from those around them. Stereotypes still prevail, where women are seen and expected to behave as the nurturers and people-pleasers.  However, Leaning In requires women to behave in ways that may contradict these expectations, behaving in slightly more 'masculine' ways, which isn't as expected and therefore not as accepted.  Thus, they get push-back from others, pushed to once again conform to the stereotypes.

This then forces women to either:

1. Revert to stereotype, Leaning Back, not In 
2. Lean In and preparing for the need to confront the Push Back that will follow, challenging stereotypes and the associated systemic discrimination it creates
3. Learn to walk a tight-rope, balancing precariously between being seen as 'too' Feminine, and thus not strong enough to assume Leadership positions, or 'too' Masculine, and thus get labelled a 'bitch' and ostracized from Leadership roles.

If your goal is to get ahead, then option one does not do it for you since it merely keeps you where you're at. Option two, though a worthy cause, is more likely to help advance the careers of those that follow than it is to provide you with more opportunities.  This is not to say this is not a worthy fight but many of us lack the energy or desire to head off to battle each day.  Option three then is our best bet for getting ahead.  Once we're 'in' power, we can then work to change the systems that kept us down.

The challenge with balancing on that tight-rope successfully is that it is hard.  There are no guide-lines or guide-ropes to help us to remain on our precarious perch.  What works for one woman may not work equally well for another because each of us is unique.  Our physical structure, size, voice and personality all influence how others will see us and therefore shape the behaviours and approaches we need to maintain to allow us to Lean In without the Push Back.  

However, there are some key strategies that all women can adopt that will help as they step out on that tight-rope and begin to navigate their way across.

• Don't confuse Assertiveness with Aggression.  While both may serve to clearly state your position, aggressive behaviour violates the rights/interests/position of others, while assertiveness does not.  Aggressiveness is stereotypically accepted as more of a masculine trait and will therefore tip you off that tightrope while assertiveness helps you to assume that leadership role without alienating others along the way.
• Adopt Gender Neutral management and leadership basics such as Collaboration.  Although many may think of Collaborative behaviour as more feminine in style, don't mistake it for a bid to make everyone your friend.  Collaborative behaviour is inclusive, it seeks to involve others, but it doesn't preclude you from making the final decision.  Collaboration is not Consensus.  You can be both collaborative and decisive.
• Don't Uptalk.  If you want to be seen as a Leader you must sound like a Leader.  Therefore, when giving voice to your thoughts and recommendations you must be able to share them in a straight-forward manner.  Injecting an upward inflection into your voice while delivering your thoughts simply serves to make you sound hesitant and unsure.  You'll sound 'nicer' but you won't sound like the leader you desire.  
• Network with like-minded women.  Learn from the experiences of others, swap strategies, pick up new tips and techniques to try for yourself.  Others are going through the same struggles as you - don't feel that you need to face them on your own!  
• Remind people why you're here and what you bring to the table.  Women can get caught up in making friends and making nice and forget that they need to be constantly positioning themselves. Sitting back and allowing your work to speak for you is not enough to give you the visibility that you need to get ahead.  You need not take on the braggart role, but you do need to learn how to brag. There is a continuum of bragging behaviour at your disposal.  Too far on the left tips you off the tightrope onto the feminine side of behaviour while too far on the right skews you too far to the masculine side.  Adopting a few more self promotional strategies. that are comfortable for you. will help you to stay a little more balanced and help you to gain greater visibility.  

Leaning In is all about getting ahead while the Push-back of others is all about keeping you down.  Learning to navigate the tight-rope between masculine and feminine behaviours is all about getting you ahead without activating anyone's stereotypes.  Leaning In without Push-back from others helps keep you from giving up and pushing back from the table.  After all, you have to be able to stay at the table to one day run the table.
  

The 4 Secrets of Success

Over my decades of working with senior executives and leaders I have come to recognise that much of success comes down to four small little secrets which, if done consistently and done well, can propel you to the 'top'... however you define it. Successful leaders may call them by different names but the actions all seem to boil down to the need to do these four things.

1.  Show up.  No, this doesn't just refer to the need to actually go to work, though being punctual to work, to meetings, is a must.  Rather, I am referring to the need to be fully present in all that you do.  It doesn't matter what you are doing, you must give it your all and then 1% more.  Successful people give whatever they are doing their full attention, they don't short-change anything.  If you want to get ahead and succeed, you have to be present to do it.  Show up - in body, mind and spirit.

2.  Step up.  You are responsible for your life, your choices, your work, your deadlines, your accomplishments.  Step up and accept the responsibility for it.  Successful people don't make excuses and they don't look to pass the buck elsewhere.  They own the good and the bad, laying claim to both their successes and their failures.  This is where the true growth and learning occur.

3.  Stand up.  You've got to be willing to take a stand on issues, to let people know your position.  Those who try to appease everyone by doing and supporting everything, end up standing for nothing.  Your reputation and brand will be built by the values you uphold and the actions you take.  What are you remembered for?

4.  Speak up.  Give voice to your thoughts, your accomplishments, your goals.  Let others know who you are, what you've done and where you're headed.  Many people fail to move up simply because others don't know what they are capable of or what their interests are.  Speak up also on behalf of those who can't; the underdog, underprivileged, injustice. Many of the greatest leaders and greatest success stories started by finding their voice and then donating it to others.

Take a moment to think how well you are currently living to each of these success tips and how you might work to improve upon each.  Four 'little' steps that can make the world of difference to where you manage to take your life and career. What would be the impact to yours if you simply made a point to...

• Show Up
• Step Up
• Stand Up
• Speak Up

The 4 Secrets of Success

Over my decades of working with senior executives and leaders I have come to recognise that much of success comes down to four small little secrets which, if done consistently and done well, can propel you to the 'top'... however you define it. Successful leaders may call them by different names but the actions all seem to boil down to the need to do these four things.

1.  Show up.  No, this doesn't just refer to the need to actually go to work, though being punctual to work, to meetings, is a must.  Rather, I am referring to the need to be fully present in all that you do.  It doesn't matter what you are doing, you must give it your all and then 1% more.  Successful people give whatever they are doing their full attention, they don't short-change anything.  If you want to get ahead and succeed, you have to be present to do it.  Show up - in body, mind and spirit.

2.  Step up.  You are responsible for your life, your choices, your work, your deadlines, your accomplishments.  Step up and accept the responsibility for it.  Successful people don't make excuses and they don't look to pass the buck elsewhere.  They own the good and the bad, laying claim to both their successes and their failures.  This is where the true growth and learning occur.

3.  Stand up.  You've got to be willing to take a stand on issues, to let people know your position.  Those who try to appease everyone by doing and supporting everything, end up standing for nothing.  Your reputation and brand will be built by the values you uphold and the actions you take.  What are you remembered for?

4.  Speak up.  Give voice to your thoughts, your accomplishments, your goals.  Let others know who you are, what you've done and where you're headed.  Many people fail to move up simply because others don't know what they are capable of or what their interests are.  Speak up also on behalf of those who can't; the underdog, underprivileged, injustice. Many of the greatest leaders and greatest success stories started by finding their voice and then donating it to others.

Take a moment to think how well you are currently living to each of these success tips and how you might work to improve upon each.  Four 'little' steps that can make the world of difference to where you manage to take your life and career. What would be the impact to yours if you simply made a point to...

• Show Up
• Step Up
• Stand Up
• Speak Up

Latest Research Updates...

You know that I read and research constantly, much of which I share with you whether through training, coaching or my various blogs and articles.  The following interesting little tidbits aren't 'big' enough findings for a full posting but I found them interesting so I'm sharing...

• In a recent study (2013, Iris K. Schneider et al), determined that when we are undecided about two choices, we will tend to shift our weight from side to side.  Once we have reached a decision we hold our weight more firmly, reducing our side to side movements.  Subtle cues to watch for when two or more ideas are being presented to someone for consideration.  When they are still weighing the pros and cons you are likely to see physical tells (swaying/shifting) that indicate that they are still working through the options.  If and when those movements stop, you know they have reached a decision, regardless of whether they try to tell you that they are 'still deciding'.
• Professor Jackie Andrade, University of Plymouth, found that doodling improved memory by almost 30% over non-doodlers.  In a boring meeting?  Concerned that you won't remember important points?  Start doodling!
• Money is always an interesting subject.  Studies have shown that we are much more likely to spend when we have larger denominational notes than small.  Meaning...  we will spend a $20 bill faster than four $5 bills.  And... a different study shows that we are much more likely to spend 'dirty' worn money faster than crisp new bills.  Not sure of any specific relevance for leadership, just interesting!
• We all feel like there is not enough time in our day to get everything done.  Research was therefore conducted to determine how we could feel less stressed about this, how we could feel that we have enough or more time.  The surprising finding was that when people gave up some of their free-time to help out others, they were left feeling like they had more time available for themselves. Weird!   Here's how the  study's authors explain it...  "...spending time on others makes people feel like they have done a lot with their time – and the more they feel they have done with their time, the more time they will feel they have."  
• If you want to improve your memory, psychologists have found that taking breaks aids with consolidating the information into your memory systems.  In studies where participants take a little rest break after learning something, their recall and memory of that information is enhanced.  
• Simply telling people how luxurious or expensive the food you're serving is tends to enhance their experience and enjoyment.  (good to know when the meatloaf is a little overdone!)
• The Hawthorne Effect is well documented - people's behaviours change when they feel they are being observed.  Have an 'honour' payment system at work for coffee?  Hang a poster or picture somewhere in the room that has a person's face with their eyes clearly visible...  more people pay for their coffee because they 'feel' watched.  We tend to be more 'honest' under these circumstances.
• We know that self-control is not limitless.  We all have days that tax our willpower and deplete our resources.  Additionally, we know that self-control is a strong skill in highly successful people.  How to replenish our self-control when it's in short supply?  A recent study shows that just the mere thought of money will help.  Not clear on the reasons as to why this might be but in this case, it's enough to know it works!

Investing in... You!

If you want to be wealthy and happy, learn this lesson well:  Learn to work harder on yourself than you do on your job.      Jim Rohn

Many people in business make the mistake of believing that the company will take care of their development.   After all, it's part of that yearly 'plan', part of the 'review' process isn't it?  Consider though, whose best interests does the organization truly have in mind?  Are they looking to your growth or their needs?  Don't think for a second that they are always synonymous.  Consider also the commitment the company has to your growth when training budgets are being cut or what happens to your development when the money has been spent. That's it for you for the year? No more learning?

Don't leave your growth and development in the hands of someone who in no way could possibly care about you and your future the way that you should.  All too often I have clients who say that they aren't personally going to pay for a course because that's the company's responsibility.  If 'they' aren't paying for it then 'they' aren't going to benefit from it.  But who really benefits?  Warren Buffet puts it this way...

Generally speaking, investing in yourself is the best thing you can do.  Anything that improves your own talents; nobody can tax it or take it away from you.  They can run up huge deficits and the dollar can become worth far less.  You can have all kinds of things happen.  But if you've got talent yourself, and you've maximized your talent, you've got a tremendous asset that can return ten-fold.

Investing in yourself is the single most important investment that you can make in your lifetime.  If you want to have 'more' in your life than you currently have, in any facet of your life, you have to become more than you currently are.  We shouldn't consider that we are students only when at school.  Life is the biggest school that there is and we are therefore all students as long as we continue to breathel.  Start living your life as a student, become that life-long learner.

Focusing on your development means that you are constantly evolving and creating opportunities for yourself.  Many of those opportunities are ones that you likely wouldn't have envisioned for yourself previously because you didn't 'know' what was possible.  Uncover your possibilities by using some of the following suggestions to contribute to your growth.

• Take a course.  On line, in person... it doesn't matter.  What's something that you have always been interested in?  Go out and take a course in it, learn about it.  There are tons of free courses offered by many universities, even MIT offers free open courseware.  How cool would it be to take a course from MIT?
• Read a book.  You want to play with the big-wigs around the senior table?  Read what they are reading.  Learn the latest buzz words and theories.  Bring something new to the table by getting a jump start on something still in their 'to be read' pile!  Look for new ideas that could be applied to your area. I typically have 3 books on the go at once and am never without at least one in my briefcase (more if I have my ipad with me!).  If I find myself with downtime because a client is running late I spend time with a book rather than checking on the latest facebook post.  
• Follow blogs.     Many subject matter experts are writing regular blogs where you can follow some of their latest thoughts.  Consider subscribing to their feeds or set yourself up on something like alltop.com where you can key in what your interests are and what blogs you'd like to follow.  They compile it for you on your personalized home page, making it a one-stop resource.  Add and delete as your interests and focus shifts.  When you find yourself with a moment or two, check out some of the titles, and read a post that hits home.  Not sure what or who you'd like to follow?  Give Stumbleupon a try and see what you come across.  Follow or bookmark sites that interest you.
• Create learning files.  I love using a 'shared' system like dropbox for this.  Whenever I am browsing for one thing on the internet, I inevitably stumble across an article, website, resource relating to something else.  Instead of getting pulled off track or losing out on the new information, I save it to my dropbox file so that I can return to it when I have a moment.  This means that whenever I find myself with a moment or two (waiting for appointments is always a popular one!) I access that file from any device and catch up on items I might have missed otherwise.  Sometimes important and informative, sometimes merely interesting, they often come together down the road in unexpected ways.
• Listen to books.  Many people don't like reading themselves, in which case audio books are a great alternative.  I love reading, but I listen to books in my car all the time.  If you spend time in a commute, spend time in the gym or on long runs, want to listen to something while you work on finishing that car engine or jigsaw puzzle, consider listening to a book, lecture or training program rather than music.  Use the time you have to learn something you might need.
• Check out TED talks.  If you haven't already you should.  Here you can listen to talks from the best of the best.  If you only have 5 minutes, do a search on 5 minute talks.  Search by topic, see what's new.  I have watched some talks on topics that I didn't think I'd be interested in only to be fascinated by new science, new technology, new research.  A great resource to access and a great platform for learning.  Or give youtube a closer look.  It is much more than simply a place to watch viral videos or talking animals.  

 Become what you need yourself to be to achieve what you want.  It's that simple and that challenging.  It does require you to start though.  Do one thing each day to move you forward.  Reading this was a good place to start.

Building a Case for... Ambiverts

What Personality type makes the best sales person?  Most people will quickly respond with - Extroverts.  Indeed, this is typically what most hiring professionals will look for when hiring for 'sales' specific roles.  However, there is actually no direct evidence supporting the assumption that Extroverts make the best sales people.

Consider now the fact that Leaders sell.  It is a primary function of the Leader role, regardless of what the job description actually calls for.  They are constantly selling ideas, concepts and action plans to employees, suppliers, customers, clients, funders, board members, stockholders...  Likely it is their number one job function and responsibility.  If we believe the assumption above, that Extroverts make the best Sales Professionals then, by extension, it would follow that the best Leaders are Extroverts.

In new research, from Adam Grant, Professor at the University of Pennsylvania's Wharton School of Management (to be published in the Journal of Psychological Science later this year), it was determined that true Extroverts fared little better in sales success than did true Introverts.  Surprising results given the common expectation concerning the extroversion/sales connection.

Grant used a 7 point scale to assess the degree of each participants Introversion (1 and 2) to Extroversion (6 and 7).  He assessed a group of software sales personnel over a period of 3 months.  His findings?  Introverts fared the worst, averaging $120/hr in sales.  However, the true Extroverts did little better, averaging about $125/hr in sales.  Most interesting was the finding that the Top Performers were those in the middle (4/5/6), the Ambiverts, those individuals that are neither extremely introverted or extroverted.  The absolute top performers were those that were a '4' on the Introversion/Extroversion scale, selling roughly $208/hr.  A big leap ahead of everyone else.

We've heard a lot over the years about Introverts versus Extroverts, but have paid little direct attention to the value of those in the middle, those individuals that carry traits of both.  True Extroverts often focus more on themselves, talking more than they listen, which can be a strong disadvantage for a leader.  Their personalities can seem like a force onto themselves, often overwhelming those around them.

Introverts, on the other hand, have challenges of their own in leading others.  They prefer to process their own thoughts before sharing, which can make them appear hesitant to speak their mind, share direction or to close the deal.  Employees often feel that they are not as well-informed as they would like or need to be.

Enter the Ambiverts.  They tend to strike the right balance between the other two styles.  They can speak smoothly and convincingly when needed but are also capable of listening to and including others.  They know when the Extrovert's initiative and gregariousness is needed and when the Introvert's quiet confidence and thoughtfulness is called for - shifting comfortably and seamlessly between the two.

The truly good news coming out of this finding is that the majority of us are Ambiverts.  Most of us sit somewhere in the 3 to 6 range used by Grant in his study, making more of us better at Leading others than we might previously have thought.  The downside of course is that we no longer can hide behind the belief that we are not 'extroverted' enough to lead.  As it turns out, sitting somewhere in the middle of this scale is more than enough for leadership success.

Your Daily Plan for Success

I'm sure that you have a plan for your day; a to-do list, a schedule of appointments.  You may use a different system than I do (phone, computer, notebook) but you likely have a list of what needs to get done today and may already have things listed for tomorrow and subsequent days.

Have you ever wondered about what your daily agenda, your daily schedule of events, has to say about you?  John C. Maxwell, author of over 60 books on Leadership, says that...

The secret of your success is determined by your daily agenda

He believes that simply looking at how you structure and organize a 'typical' day, how you build your daily agenda, will provide him with firm insight into how successful you will ultimately become in life.

Let's face it.  Most of us merely jot down those items that we feel 'must' get done that day - those urgent and necessary activities.  However, this is just planning to 'keep up'.  In so doing, we are seriously underestimating the value and power of 'today'.  We leave for 'tomorrow' any thought or plan of our own growth and development.  

Instead, you need to have your own Personal Growth Plan. You need to have a vision for yourself of your development.  This is not something to leave to your boss, they will have their own agenda.  This is your agenda for you.  This is you crafting your life, the direction it will take, the role you'll play, the person you will become.  When you have created a strong enough vision for yourself, you need to build action steps into your plan.

Each day your agenda needs to include at least one thing you do to grow and develop.  One thing.  This is not something to be put off, this is not something to be deferred to the weekend.  Each day you need to take one step, however small, toward your growth.  Think of this as making a daily deposit into your bank account.  This is you investing in you.  Each day that you fail to make that contribution means that you will have that much less to work with at the end of the year and the longer you will have to 'save' until you can reap the rewards.

Consider how often we short-change ourselves.  Our daily agendas get packed full of action steps we feel we 'must' take in order to move other people's agendas forward.  Look at your list.  How much of your day is currently taken up with doing for others?  How many scheduled items on your list are you doing for your benefit?

Add one thing.  One thing each day, every day, that aids you in your Growth Plan.

No compromises.  No excuses.  If you want success in your life it begins...  today.  What's your one thing?

The Mythology of You

We live through events.
We replay those events in our minds.
We talk about our experience of those events.
We remember the events we share with others.

Sounds like a pretty clear cycle and yet, it is this cycle that leads us to create our own Mythology, to shape our personal story.  We all experience 'things' throughout our lives.  Large and small, these experiences help to shape and define us.  But... is it really the 'actual' event shaping us or our interpretation of that event?

We replay events over and over in our minds. The more important they were to us in some way, the more frequent the replaying.  Much like a favourite movie that we pull off the shelf to watch, though we've already seen it a dozen times or more.  With every replay and retelling of our stories though, we reshape the events, morphing our memories into our 'version', the one that fits best for us.  In doing so, we have created our own mythology, our own story of us.

I know that it feels 'real', that it feels as though we are merely telling it 'like it was', but if we were able to put a film-version of the events as they occurred side by side with a film version of our story of it, there would be distinct and clear differences between the reality and our reality.  This is true for everyone.  It's one of the reasons why witnesses to events are so unreliable and why multiple witnesses are often needed to gain a clear picture of what truly occurred.  The actual story needs to get pieced together.

What is important for each of us is not to try to avoid all embellishment, to strip our memories down to the bare bones of 'reality' or 'truth' but, rather, to come to understand the reshaping.  The way in which we morph our memories tells a great deal about us, our needs and what is important to us.

Understanding our mythology, and that of others, is more important than uncovering the 'truth' of the event.  It is enough that it has become our (or their) truth.  Our mythology helps to shape and define our future choices.  It's not important whether it's accurate, only that it's our story, whether we are highlighted as the victim or the hero, the antagonist or protagonist, the come-from-behind Queen, the Lover, the Leader, the Warrior or Peacemaker.  Our Mythology has served to shape the person we are and will continue to mould the person we will become.  We are now as we once imagined ourselves to be.

Don't like the ending that is likely to play out for you?  Start rewriting your story.  As the author of your Mythology, you have control over the telling of your story.  If yours isn't heading toward the ending you desire, get out your metaphorical eraser and get started on the rewrite.

Despite our shared conception that we are rational actors making intelligent decisions based on an accurate view of the world and ourselves, precisely the opposite is true.       Seth Godin

The Art of Being Interesting

If you want people to be interested in you, give them something to be interested in. BE interesting. If you're interesting then you are memorable. When so many other things are competing for the attention of your audience, if something about you is not memorable then you are left lining the bottom of the proverbial bird cage.

Think about your past accomplishments.  Your LIFE accomplishments, not just work.  What have you done that is different or unique from your audience?  What have you experienced that might make them sit up and take notice?  I have had clients that felt there was nothing particularly 'special' about themselves until we started talking about their background.  During these conversations I discovered a client that...

• had once lived in a monastery and trained to be a monk.
• had moved, on their own, from a foreign country to North America, at the age of 17, to live and work.  They did not speak English at the time and had no family here.
• had hiked Mount Kilimanjaro
• had survived a tornado when a child, when their entire house was levelled
• had written a book
• had been attacked by a shark while swimming in the ocean on a vacation
• had built an igloo to live in for a winter camping exercise
• had backpacked throughout Europe as a teenager for a full year
• had travelled through the desert for a month on camelback
• had volunteered for a year in Africa helping to build schools
• had taken in and raised her sister's four children, when her sister and brother-in-law died in a car crash, along with her own five children
• had won numerous cooking contests 
• had completed more than 18 marathons
• had built their existing house from scratch, doing most of the design and building themselves

Are these not things that, if faced with this person, you would want to know more about?  And yet, these people didn't recognise the value of their accomplishments and experiences, downplaying the interest others might have in them.  All too often we make the mistake of assuming that because we have done something, that anyone could have done it.  If your audience hasn't then it's worth the telling.  Here's the kicker... even if your audience has done it, they will likely enjoy hearing about your experiences to compare and contrast them to theirs.  Again...  interesting for them.

In business it is important to differentiate yourself from the crowd.  Certainly, we want and hope that our work will do that for us.  However, we have a wealth of other experiences that, when shared appropriately, can add more depth and breadth to our work accomplishments, helping our audience to understand us more fully and to appreciate our strength, confidence, tenacity, perseverance, commitment, generosity.... in a new and clearer light.

What are your stories?

Why Good-Enough is Good for You

There are those for whom making a decision becomes analogous to running a marathon.  It is not something that you can just simply step out and do, it involves endless preparation, training, planning and research.  For these individuals, known as Maximizers, making a decision requires work and effort.  They want to make the best decision they possibly can, about anything, and that means often spending months researching and learning as much about the item as possible to make as informed a decision as possible.

Take my friend Mary for example.  She wanted to purchase a new couch.  For some of us, this requires measuring the space we have available, going to the store, seeing something we like, checking it will fit and... buying it.  For Mary though, this wouldn't be enough.  Before even beginning to 'shop', Mary begins her research.  By the time she is done, she knows all about how a 'good' couch should be constructed.  Not just whether ropes or springs are better but what kind of ropes, what kind of springs, what kind of batting or foam, what the density is and on and on.  Certainly all of this research takes place prior to making the purchase but continues after the actual purchase is made to ensure that she did, indeed, make the best decision.

This level of investigation makes Mary an 'expert' in many different product areas.  If you're looking for a new couch you might just want to tap into her knowledge-base prior to setting out.  However, it can turn seemingly small decisions into larger, stress-making, time-gobbling activities, leaving her with little energy or time to spend engaging with others in more positive or 'fun' ways.

On the other side of the decision equation we have Satisficers (think of Satisfying + Sufficing). These are individuals that make Good-Enough decisions... and then move on.  They do not look at each decision requiring a huge investment of their time or life.  They decide and move on. This does not mean that they trivialize important decisions but, rather, that they don't give the relatively trivial more importance than it merits.

In general, you will find that Maximizers tend to be unhappy with the choices they make in life, feeling always that it could have been 'better' somehow, if they had only had more time, more information.  Additionally, they are more prone to suffer from Decision Fatigue, the mental/emotional/physical drain we feel when we have been faced with too many decisions.  We all suffer from this periodically, Maximizers much more frequently.  The problem with Decision Fatigue though is that researchers have found that when we are suffering from it our willpower is at 'low' point, leaving us more susceptible to making poor choices like over-eating or over-spending.

Satisficing allows us to make faster, easier decisions that do not deplete our energy, thus conserving those willpower units for a time later in the day that we may need them.  For a Maximizer, learning to switch to Satisficing mode, they need to ask themselves, early in the decision-making process, What is the cost to me of making a bad decision here?

When the perceived cost is high and is important to your life, goals, family... go for broke.  Here the costs to you and your family have much bigger ramifications and therefore they are worth your investment of time.  Give reign to your Maximizing needs and assure yourself of making the best decision you could.  You'll sleep easier when you do.

Most of our decisions though involve a relatively low cost and therefore lend themselves well to going for Good-Enough.  The paint colour for the bedroom, which Bran cereal to try, a play to see.  When the cost of making a bad decision is low there is no true advantage in spending too much energy on trying to ensure that you make the 'best' decision, Satisficing is the way to go.  An investment of any more time than what is required by Satisficing will not net you a more positive result or bigger gain. Save your energy and willpower units for something else.

As research is now showing us, not only are there times where Good-Enough truly is Good-enough, we're finding that learning to practice the principle may also be a healthier option,  proving that Good-Enough is also Good for you.

Toleration - in Moderation

There are so many things in life that we have, for our own sanity, learned to tolerate.  These are those aspects of our everyday life we have learned to overlook and step around to ease our frustration...

• endless line ups
• warm chai even when we've asked for 'extra hot'
• commutes
• constant road repairs or roads never being repaired
• bad service
• service people who can only promise 'sometime between 8am and 5pm

You get the idea.  To rail against all of these frustrations would create too much negativity and angst in our lives.  Instead, we learn to 'go with the flow', learning to accept (if not to also expect) and tolerate these frustrations.  My concern is not with many of these elements, I too have learned to cope with most of them.  My concern is with the 'habit' of toleration, the habits that lead us into unconsciously tolerating and accepting those things in our life that we should not.  There is a line that needs to be drawn in the sand that many miss, tolerating too much and compromising the quality of their lives and their happiness as a result.

As we enter this new year, we might want to consider introducing the new slogan of Toleration - in Moderation.  Learn to tolerate the small, petty annoyances... they will only drive you crazy otherwise and, in the grand scheme of things, likely don't have an impact on the quality or nature of your life.  However... do NOT continue to tolerate those that DO have an impact upon your life, work, happiness and esteem.  You are better than than and deserve better.

What should we stop tolerating in our lives?

• Being unhappy at work.  Find work that brings you fulfillment and joy, work that stretches you, challenges you, allows you to contribute.
• Staying in relationships that drain you of your energy, happiness, and sense of self.  Whether a friend, family member, lover or spouse.  Get out.
• Anyone treating us with less than the respect we deserve.  Any time.
• Negativity.  Surround yourself with those will lift you up, not bring you down, that help you to be and do more, not that make you feel like less.

There are, of course, elements in the world around us that are intolerable also that we must learn to stop accepting or expecting.  However, I believe that if we tolerate too much mistreatment of ourselves then it is logical that we would expect others to be mistreated.  Learning to set boundaries for ourselves, and to enforce them, helps us to develop and strengthen a voice that we can then lend to others, helping them to also find theirs. The movement starts with you.  Expect more for yourself, accept nothing less.  

Toleration...  in Moderation

Out on a Limb

We do our best work when we are out on a limb.  No, not 'good' work, not 'gee I met deadline and
budget' work, not 'that'll keep me employed and might give me a raise at the end of the year work', I mean our very BEST work, our 'This will change the face of how people see me, buy stuff, think about stuff' work.

When we are out on a limb we are leading.  We hope others will see our vision and follow, but we start by being out there on our own making change.  We are pushing, pulling, stretching, transforming, challenging  the status quo in some way, and that requires us to take a risk.  We risk being mocked and ridiculed.  We risk being seen as wrong.  We risk being out on that limb alone... for a very long time... before others 'get' it and begin to follow us and we risk being out there alone with no one following us... ever.  

The problem, of course, is that it is damn uncomfortable out there on that limb.  Fear of falling (read... FAILING) keeps us playing it safe hugging the tree (read... maintaining the STATUS QUO).  Fear can make us give in to the pressures of others around us to conform.  Worrying about what our audience will think and say about what we're doing though will keep us tree-hugging forever.  In order to step away from the tree, and out on that limb, we have to be willing to let go of the thought that not everyone will 'get it', that not everyone will 'like it', that not everyone will 'buy it'.  And worse, of course, is the personalization of  'it', that people won't get us, like us, buy into us.

The sad truth though is that too many of us spend our lives hugging the tree and never step out to discover what we are capable of.  Our fears keep us clinging to the comfort and safety of the trunk and we fail to stretch ourselves, showing the world our very best selves.  

Where would we be if many before us had not gone out on a limb?

• Christopher Columbus
• Charles Darwin
• Albert Einstein
• Benjamin Franklin

And consider the impact of Steve Jobs, Mark Zuckerburg or, even... Sir Thomas Crapper (inventor of the flush toilet... seriously!)

The limb you step out on need not be one that will change the face of the world, but if you are taking a risk on something it will mean change of some kind, even if on a smaller scale, even if only of one... you.  Too nervous to try?  Test it out by going out on a limb a little closer to the ground first, one which has less of a fall.  There's less of a risk, less of a change involved, but it is still a step forward, still a step toward strengthening your balancing skills - preparing you for those limbs higher up.

I'm implementing some changes this year, in my business and personal life, that have me precariously perched on a limb that seems pretty high up there to me.  It represents big challenges and risks but I believe it's the next step for me and for my growth.  I hope that you will join me out there at some point, that you follow me as I make those steps and changes, but I am stepping out on that limb regardless.  It is going to be scary, it will be intimidating and I know it could be a big fall for me but, and here's the big plus for those of you ready to step out on a limb of your own... I hear the view is great from up there!

The Perceived Leader

If you put a group of people together and give them a task, a leader will emerge. It's inevitable.


I was thinking about this concept the other night while watching an episode of Survivor.  There was a returning player telling the camera that his strategy this time around was to lay back and not take charge of the group.  He was going to avoid the 'leader' role. However, as soon as the group arrived at their home beach, he started tossing out ideas and suggestions about what should be done, how it should be done and the order of each.  He couldn't help himself.  The other players immediately labelled him as 'leader'.

In a recent study, published in Personality and Social Psychology, it was suggested that leaders emerge in problem solving situations due to two primary factors:

• their outspoken behaviour
• how others perceive this behaviour

It typically has very little to do with competence.  In fact, there is often a big gap between the actual Competence and the Perception of a leader's capabilities; the perception of leadership capability having been driven by the individual's outspoken behaviour and not their competence.  

In the study it was found that the leader's dominant behaviour during group problem solving led them to offer more suggestions than others did, thereby increasing their perceived value by others in the group.  It is interesting to note though that their solutions were no better or worse than anyone else's. There were just more of them.  When reviewing the content of the suggestions it was found that the 'leaders' did not add the best value, they were just heard from first and most often.

The results of this study help to understand a critical issue that Introverts face when looking to heighten their leadership profile.  They must learn to share more during group situations.  The difficulty that most Introverts face though is that they prefer to fully process something before sharing a finished conclusion.  They aren't comfortable in sharing a partially developed idea, since that does not have as much perceived value to them as an idea that is fully processed.  Therefore, Introverts don't tend to speak up as often as their more outspoken peers although they tend to share more solid content when they do.  As we've seen though, there is a gap between Competence and Perception.  Introverts may share more content and value-filled ideas than their outspoken peers but they are not likely to be perceived as a 'leader' by the group since they don't share as often. 

Despite their discomfort in doing so then, it is evident that Introverts need to learn to 'share' more often in group situations if they want to heighten their leadership profile.  The following are two solid strategies you can use to be seen as more of a leader within your team activities:

Speak up early, if not first.

Introverts will find it easier to speak up if they are not caught up in processing too much information.
Therefore, make a point of speaking early in a meeting, before there have been too many topics raised bogging down your thought processing centers.  First is best, but early and often counts too!

Go for Volume.

Pull from the studies above to recognise that it is the act of tossing out ideas and suggestions that has perceived value by the group, not necessarily  'good' ideas.  Introverts like to share solid content. Therefore, they tend to hold onto their thoughts until they have reached a finished conclusion.  This costs them visibility.  Instead, learn to let go of the need to share something that is fully formed and share the issues that you are mulling over.  The group will perceive that as having as much value as your finished conclusion would have netted you, getting you into the game earlier and more often.
  

That Survivor contestant engaged in all the right activities to be quickly perceived as and labelled a leader.  However, unlike in our careers, when you are playing Survivor it is important to know how 'not' to be seen as the leader, which meant keeping his ideas and suggestions to himself.  Although he believed he was merely being 'helpful', speaking up first and often will be perceived as a bid for power by the group.  In the board room this could be a good thing.  On the 'island' decidedly not.