Monday, October 24, 2011

15 Tips Every New Leader Needs

Photo by cobalt123

If you're new to leadership or a veteran looking to build on a strong foundation, here are 15 tips to get you started. Each of these is something I learned early in life and I hope they are helpful to you on your journey!

1. Your first job is to build your replacement

Leaders invest in others. If your goal is to change the world, you simply can't do it on your own. Leaders build leaders. In addition, you cannot assume more responsibility if you're the only one who can do what you're doing.

2. Never believe your own press release

Success can easily turn sour if you start to assume all the good things you hear about yourself or your organization are automatic...that things will go well because they have in the past. Enjoy accolades when they come, but remember the work it took to get there. That work usually takes place where no one sees it.

3. People don't argue with their own information

It is critical to involve stakeholders in problem solving. We are all more likely to implement solutions into which we've had input.

4. All of us are smarter than one of us...(sometimes)

Crowd-sourcing has demonstrated this one in many ways. No one person has all the answers or knows all the facts. I say (sometimes) because crowds can also make pretty dumb decisions. Your job as a leader is to set clear criteria and a vision of what we can accomplish. Leaders help all of us to be smarter than one of us.

5. The greatest are the least

Humility is fundamental to leadership success. Humility can take many forms, but at its core:

humility says "we are both human beings with value"
humility says "I know enough to know I may be wrong"
humility says "I'm here to help"
humility says "Come and do this with me" not "go do this for me".

People intuitively know if you think you are better or more valuable than they are. No one follows that.

6. We, not I

Leaders say "we", not "I". It's not about you, it's about the team.

7. Bring people with you

Once I was leading a group of fifty or sixty people from outside an arena through doors, around the concourse, and down to a bank of seats on the arena floor. We each put a hand on one another's shoulder and I set off. When I got to the chairs, however, only three people had made it with me. I had gone too fast and the entire team did not arrive. I was a great scout that day - I found the chairs. But leaders take people with them.

8. No responsibility without authority

This one I learned very early in life. I was the oldest of six and was asked to make sure the house was clean by the time my father returned home. I was given responsibility...but I was 12 - not a lot of authority there. Effective leaders try only to take responsibility where they also have or can create authority. Likewise, leaders do not give responsibility without also giving authority to go with it.

9. Say Thank You

No one has to do anything for you.

They choose to.

Acknowledge it!

10. Apologize

When you're wrong, own it, apologize, and make it right.

11. Flowers bloom in their own time

As a child I would be so eager for the first spring roses or peonies to bloom that I sometimes "helped" them along. I would pry open the green leaves covering the blossom and try to coax the interior petals into the semblance of a flower.

Of course it ruined the whole thing.

Flowers bloom when they are ready and you cannot force them. People also have natural seasons and you can frustrate or lose good people by moving too quickly. Sometimes you have to go slow to go fast.

12. Honey, not vinegar

An early leader of mine was fond of saying, "you can catch more flies with a teaspoon of honey than a barrel of vinegar". Generally, encouragement and kindness (honey) are more effective leadership tools for drawing people in and helping them to grow. Criticism and anger (vinegar) are effective for tearing something down.

13. Learn everything you can in the time available

You'll never know everything about anything...but effective leaders use the time available to get as much relevant information as they can before making a decision.

14. Protect people's dignity

Extend worth to everyone. Celebrate their contribution to the world. Do not partake with those who detract from another's dignity.

Even in difficult situations such as ending someone's employment, extend dignity. There is never a reason to belittle or make someone feel small. If you do, you will lose credibility as well as lose the person and their network.

15. Stay healthy

Your health - physical, mental, emotional, spiritual, and social - is the foundation from which you lead. If you are not leading yourself, you cannot effectively lead others.

Most of these are lifetime practices - some I've made a habit and others I continue to work out each day.

Be patient with yourself and focus on just one thing at a time - don't try to pry open those flower petals!


Take care,

David M. Dye

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David shares twenty years experience teaching, coaching, leading, and managing in youth service, education advocacy, city governance, and faith-based nonprofits. He currently serves as Chief Operating Officer for Colorado UpLift and enjoys helping others discover and realize their own potential.

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Monday, October 10, 2011

How to Hear Voices

Photo by Kristin Andrus

"How can everyone be heard? There's no decision we can make that will satisfy everyone!"

When leaders and managers first become aware of the value of team input into decisions, they can grow frustrated or anxious as they realize that they can't satisfy every opinion in the room. I have even seen exasperated leaders quit asking for their team's input because they don't know what to do with it once they get it.

If you are experiencing this frustration or fear, the first thing to know is that yes, decisions are healthier when everyone affected is heard - but "heard" doesn't always mean the decision satisfies the opinion expressed.

Think about your own experiences with group decision-making. Even if the decision doesn't ultimately go your way, if you know you were genuinely listened to and the values of your position were taken into consideration, it is often easier to move forward.

I like the way facilitation expert Roger Schwarz says it: The goal is an environment where anyone might lose an argument, but they never lose their voice.

Here are 7 ways to be sure you hear the important voices on your team:

1. Clarify up front how the decision will be made - consensus, majority rule, or input then leader decision.

2. Define clear criteria. Get input from everyone at this step so that no hidden criteria sabotage decisions.

3. Create space to hear from everyone. Invite the quieter team members to share their opinions and observations.

4. Ask. Don't assume that every voice will volunteer to be heard. Sometimes you must seek out the voices that need to be heard.

5. Check for understanding. A good goal here is to be able to articulate someone's position even better than they can.

6. Explain. When circumstances allow for it, take time to explain the reasons for a decision.

Bonus #7. Use real life case studies to help teams learn how to evaluate criteria and deal with real world constraints. As much as possible, help team members to experience real world constraints and consequences. This provides valuable experience for them, helps their input be valuable, and can create understanding when decisions don't go their way.

How do you create a culture where everyone has a voice?


David M. Dye

If you know someone who would benefit from this post or the entire blog, please retweet, like, share, +1, or email it on. Thanks!

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David shares twenty years experience teaching, coaching, leading, and managing in youth service, education advocacy, city governance, and faith-based nonprofits. He currently serves as Chief Operating Officer for Colorado UpLift and enjoys helping others discover and realize their own potential.

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Monday, August 29, 2011

Four Habits to Make Better Decisions

Photo by canopic

A recent New York Times article discusses research around "decision-fatigue" - the idea that we have a limited amount of mental energy with which to evaluate information and make decisions. The implications for leaders and managers are significant. Making good decisions requires us to manage this energy or we can easily find ourselves expending all of it in ways that don't help us accomplish our mission. Here are four habits to help manage your decision-making energy:

1) Conserve. Don't make decisions other people can (and should) make.

2) Develop people. Help others learn how to evaluate and make decisions.

3) Use a personal management system. Be sure you know what needs to be done and how it fits into the larger picture. There are many systems to choose from. David Allen's Getting Things Done and Stephen Covey's First Things First are both useful.

4) Renew. Provide yourself time to regain mental energy. This is more than just getting a good night's sleep (although that's a good start!). We can restore our decision-making energy by providing ourselves some time each day to simply think, meditate, pray, or contemplate. A good walk, a good book, or a peaceful cup of tea - these also help me renew. Find what works for you.

Of these four strategies, which one can provide the greatest benefit for you? How can you implement it today?

David M. Dye

If you know someone who would benefit from this post or the entire blog, please retweet, like, +1, or email it on. Thanks!

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David shares twenty years experience teaching, coaching, leading, and managing in youth service, education advocacy, city governance, and faith-based nonprofits. He currently serves as Chief Operating Officer for Colorado UpLift and enjoys helping others discover and realize their own potential.

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Monday, August 8, 2011

Help is Available!

You've been given a responsibility. Your deadline is looming, the demands are significant, and you're not sure how to solve the problem. Alone at your desk, you wonder if you even have it in you to figure this out.

Many developing leaders (and not a few veterans) go through these times of anxiety. I have been there many times. It can be easy for leaders who take responsibility and who passionately care to feel like the world is on their shoulders and that they are all alone.

The good news is that help is available - and more than likely, it's just waiting to be asked.

When faced with problems bigger than ourselves, one of the first places we can turn is to our team. Bring the situation to them, define the criteria that must be met to reach a workable solution, and ask how they might do it. Consulting your team on these tough problems has several benefits:

1) They own the solution. People have greater commitment to their own ideas than to someone else's.

2) You are developing leaders. Team members are empowered by learning what problems must be solved and how to solve them.

3) New ideas. All of us get stuck inside our own head. There is no substitute for a group of smart, committed people getting together to share ideas.

A few guidelines before getting your team involved on tough challenges:

1) If the team solves the problem, the gets team the credit. Taking personal credit for your team's ideas is a quick way to lose all credibility.

2) No team? No problem. Pull together a small group of experts you trust. If you don't overuse the privilege, people are often willing to share their thoughts.

3) Don't abuse your team. Don't use this approach to shirk legitimate decisions you should be making, to play politics and blame-shift, etc.

4) Be clear on the decision making process. How will the decision be made: consensus, majority, or consultation and the leader decides? You should clarify this before discussion begins or it can undermine the integrity of the process.

Team problem-solving can be one of the most rewarding aspects of leadership. Next time you face a problem bigger than you, see if it's bigger than your team. I bet it's not.

David M. Dye

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David shares twenty years experience teaching, coaching, leading, and managing in youth service, education advocacy, city governance, and faith-based nonprofits. He currently serves as Chief Operating Officer for Colorado UpLift and enjoys helping others discover and realize their own potential.

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