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How to Lead People for Results

How to Lead People for Results

    In a recent conversation I was told, “Leadership is about managing time and getting things done.” I couldn’t disagree more.

    In my role at the Free Articulator, I manage and lead writers and editors every day. It has been said in the past that trying to manage artists (and all of our writers are) is a very difficult task. I can’t honestly disagree with that. The following is a recount of the experience I’ve gained thus far in building teams that do the work.

    My response to the aforementioned person was this: leadership is about giving your people the tools to succeed.

    Developing Relationships: The Right Foundation

    I have met, and worked for, people who believed that a certain level of separation between themselves and their employees will make a better work environment. Apparently, it gives the impression that they really are the “boss,” another cut above the rest.

    Do you want to be a boss or a leader?

    Bosses give instructions and people follow them out to avoid a short meeting with the human relations director. If the financial need to hold onto the job disappears or another offer comes up, employees quit. The perfect example is the Pointy-Haired Boss from Dilbert. If you’re like that boss, your employees hate you and make witty cynical jokes about you all day.

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    Managers and leaders who forge relationships with employees are in a much better position. Many employees are likely to stick around even if a job with better pay comes up – within a reasonable margin, anyway. Better yet, where the employees of a Pointy-Haired Boss do the absolute minimum as ordered, those employees you have relationships with are likely to go a step further and provide you with the best outcome they can.

    Rule #1 of Relationships: Be Genuine

    The people who work for or with you (with you is always better) are not stupid. Yes, there are exceptions to the rule, but it goes without saying: develop genuine relationships. If you were to apply this advice and forge human relationships with your staff, but couldn’t manage to be real about it, then they’ll see right through it as a false attempt to care. Frankly, if you can’t care about your staff in a real way, you’re not management or leadership material. Unless you are part of the cast of Dilbert.

    If you’re in charge of hiring the people you work with, you’ve got a great advantage here!

    Personal Relationships Set The Tone

    I work with people who can tell me about both their successes and failures in business and personal life. They don’t do it to shirk their duties, they always get the job done, barring factors that simply make it impossible. Personal relationships do set the tone for their time working with you.

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    The Greatest Management Oxymoron: Leaders Serve

    Here’s another Pointy-Haired Boss trait: the power trip. Never get on the power trip. Never think that your position makes you more important. Your position and role is to serve everyone else. You provide direction and you provide assistance in getting the job done.

    You can’t do your employee’s jobs for them, but as the go-to person you can make sure that the daily operations are actually contributing to big picture goals. If you’re a Pointy-Haired Boss, you’re not the go-to person. You’re kept out of the loop, employees deceive you rather than discuss with you, and a lack of company cohesion means more problems and more time involved in attaining those big picture goals.

    So, you serve your staff. You’re there to help them get their job done, not to just tell them to do it.

    The term “big picture” is important, too. If your team cannot see the end result, the reasons why, the motivations, emotions and outcomes poured into and desired from a project, then their small-time thinking will be a demotivator. Show them the road ahead, and they’ll travel there.

    The Trademark of Great Leaders: Functional Teams

    Teams are selected from a pool of people with different skills, viewpoints, attitudes and desires. Good teams are not chosen before the project is, because it takes a certain person, and a certain set of people, to attain different goals.

    But selecting the right set of people is the easy part. Making them work together is hard.

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    Don’t Confuse Roles

    There are times when you don’t see your team working well together and you look for ways to solve this and resolve on the easiest thing you can find: artificial situations. Asking your e-commerce programmer to look over a design with the graphic artist is an artificial situation. You can’t get relationships and communication lines to grow this way, since both individuals will be peeved with the interruption that’s not beneficial to either of them.

    If good relationships don’t grow naturally, the least you can do is look for natural situations to promote them; get the copywriter to go through their content with the graphic artist, and discuss how the visual feel of the page should reflect the copy.

    Make Communication Work

    First, communication fails when people aren’t people, but roles and numbers. People have names, not designations. Bear this in mind when handing out email addresses.

    Second, don’t CC or memo everyone on everything. Again, the e-commerce programmer doesn’t need to or want to know about the low quality of the JPEGs in a web layout. You might think sending these memos to everyone makes them feel like their part of something, but what it does is clog up information lines.

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    “But it’s better than nothing!”

    No, it’s worse than nothing. When you clog up information lines, the information that matters – the information that does aid in building good communication and relationships – will probably go unnoticed.

    Building a Comfortable Atmosphere

    Still on the relationships topic, just because you try to forge them with your team doesn’t mean they’ll feel safe doing the same with each other. Eliminate the stuffy suit-and-tie atmosphere. I don’t mean necessarily change the dress code, but don’t be too formal; use it where necessary, especially when communicating with external publics, but promote a relaxed, fun yet productive environment internally.

    It is safe, free-flowing communication that produces results, not forced communication. Remember that if someone has a reason not to communicate, they probably won’t. Find the barriers and shove them off a cliff when nobody’s looking.

    I’ve only been doing this for a few years, but that’s my experience of building effective, cohesive and long-term teams. If you have a high turnover or low employee efficiency problem, give these tips a try. Through trial and error, they worked for me.

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    Last Updated on February 20, 2019

    How to Get Promoted When You Feel Stuck in Your Current Position

    How to Get Promoted When You Feel Stuck in Your Current Position

    Are you stuck in the same position for too long and don’t really know how to get promoted and advance your career?

    Feeling stuck could be caused by a variety of things:

    • Taking a job for the money
    • Staying with an employer that no longer aligns with your values
    • Realizing that you landed yourself in the wrong career
    • Not feeling valued or feeling underutilized
    • Staying in a role too long out of fear
    • Taking a position without a full understanding of the role

    There are many, many other reasons why you may be feeling this way but let’s focus instead on getting unstuck.

    As in – getting promoted.

    So how to get promoted?

    I’m of the opinion that the best way to get promoted is by showing how you add value to your organization.

    Did you make money, save money, improve a process, or some other amazing thing? How else might you demonstrated added value?

    Let’s dive right in how to get promoted when you feel stuck in your current position:

    1. Be a Mentor

    When I supervised students, I used to warm them – tongue in cheek, of course – about getting really good at their job.

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    “Be careful not to get too good at this, or you’ll never get to do anything else?”

    This was my way of pestering them to take on additional challenges or think outside the box, but there is definitely some reality in doing something so well that your manager doesn’t trust anyone else to do it.

    This can get you stuck.

    Jo Miller of Be Leaderly shares this insight on when your boss thinks you’re too valuable in your current job:[1]

    “Think back to a time when you really enjoyed your current role. I bet there was a time when this job was a stretch for you, and you stepped up to the challenge and performed like a rock star. You became known for doing your job so well that you built up some strong “personal brand” equity, and people know you as the go-to-person for this particular job. That’s what we call “a good problem to have”: you did a really good job of building a positive perception about your suitability for the role, but you may have done “too” good of a job!”

    With this in mind, how do you prove to your employer that you can add value by being promoted?

    In Miller’s insight, she talks about building your personal brand and becoming known for doing a particular job well. So how can you link that work with a position or project that will earn you a promotion?

    Consider leveraging your strengths and skills.

    Let’s say that project you do so well is hiring and training new entry level employees. You have to post the job listing, read and review resumes, schedule interviews, making hiring decisions, and create the training schedules. These tasks require skills such as employee relations, onboarding, human resources software, performance management, teamwork, collaboration, customer service, and project management. That’s a serious amount of skills!

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    Is there anyone else on your team who can perform these skills? Try delegating and training some of your staff or colleagues to learn your job. There are a number of reasons why this is a good idea:

    1. Cross-training helps in any situation in the event that there’s an extended illness and the main performer of a certain task is out for a while.
    2. In becoming a mentor to a supervisee or colleague, you empower then to increase their job skills.
    3. You are already beginning to demonstrate that added value to your employer by encouraging your team or peers to learn your job.

    Now that you’ve trained others to do that work for which you have been so valued, you can see about re-requesting that promotion. Be ready to explain how you have saved the company money, encouraged employees to increase their skills, or reinvented that project of yours.

    2. Work on Your Mindset

    Another reason you may feel stuck in a position is well explained by Ashley Stahl in her Forbes article. Shahl talks about mindset, and says:[2]

    “If you feel stuck at a job you used to love, it’s normally you–not the job–who needs to change. The position you got hired for is probably the exact same one you have now. But if you start to dread the work routine, you’re going to focus on the negatives.”

    In this situation, you should pursue a conversation with your supervisor and share your thoughts and feelings. You can probably get some advice on how to rediscover the aspects of that job you enjoyed, and negotiate either some additional duties or a chance to move up.

    Don’t express frustration. Express a desire for more.

    Share with your supervisor that you want to be challenged and you want to move up. You are seeking more responsibility in order to continue moving the company forward. Focus on how you can do that with the skills you have and will develop with some additional projects and coaching.

    3. Improve Your Soft Skills

    When was the last time you put focus and effort into upping your game with those soft skills? I’m talking about those seemingly intangible things that make you the experienced professional in your specific job skills:

    An article on Levo.com suggests that more than 60 percent of employers look at soft skills when making a hiring decision.[3]

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    You can bone up on these skills and increase your chances of promotion by taking courses or seminars.

    And you don’t necessarily need to request funding from your supervisor, either. There are dozens of online courses being presented by entrepreneurs and authors about these very subjects. Udemy and Creative Live both feature online courses at very reasonable prices. And some come with completion certificates for your portfolio!

    Another way to improve your soft skills is by connecting with an employee at your organization who has the position you are seeking.

    Express your desire to move up in the organization, and ask to shadow that person or see if you can sit in on some of her meetings. Offer to take that individual out for coffee and ask what her secret is! Take copious notes and then immerse yourself in the learning.

    The key here is not to copy your new mentor (think Jennifer Jason Leigh in “Single White Female.” Just kidding). Rather, you want to observe, learn and then adapt according to your strengths. And don’t forget to thank that person for their time.

    4. Develop Your Strategy

    Do you even know specifically WHY you want to be promoted anyway? Do you see a future at this company? Do you have a one year, five year, or ten year plan? How often do you consider your “why” and insure that it aligns with your “what?”

    Sit down and do an old-fashioned Pro and Con list. Two columns:

    Pro’s on one side, Con’s on the other.

    Write down every positive aspect of your current job and then every negative one. Which list is longer? Are there any themes present?

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    Look at your lists and choose the most exciting Pro’s and the most frustrating Con’s. Do those two Pro’s make the Con’s worth it? If you can’t answer that question with a “yes” then getting promoted at your current organization may not be what you really want.

    The two most important days in your life are the day you are born and the day you find out why. –Mark Twain

    Mel Carson writes about this on Goalcast that many other authors and speakers have written about finding your professional purpose.[4]

    Here are some questions to ask yourself:

    • Why is it that you do what you do?
    • What thrills you about your current job role or career?
    • What does a great day look like?
    • What does success look like beyond the paycheck?
    • What does real success feel like for you?
    • How do you want to feel about your impact on the world when you retire?

    These questions would be great to reflect on in a journal or with your supervisor in your next one-on-one meeting. Or, bring it up with one of your Vital Work Friends over coffee.

    See, what you might find is that being stuck is your choice. And you can set yourself on the path of moving up where you are, or moving on to something different.

    Because sometimes the real promotion is finding your life’s purpose. And like Mastercard says, that’s Priceless.

    More Resources About Career Advancement

    Featured photo credit: Razvan Chisu via unsplash.com

    Reference

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