Horizon Point Consulting

Category: Beyond Leadership

Beyond Leadership is Horizon Point’s line of resources for managers of people. Managing ourselves is a distinct set of behaviors from managers the work of others, and we are here to help. Read stories in this category if you are ready to take the next step into people leadership (or if you’re looking for articles to send someone else…).

  • 3 Tips for Leading Well in 2020

    3 Tips for Leading Well in 2020

    I enjoyed the opportunity to hear Karith Foster speak recently.  If you haven’t had an opportunity to check her out, she is well worth it.  She combines humor and storytelling to make simple, but profound points about leading and living well. 

    In her address, she talked about the ABCs necessary to be a leader in 2020. 

    A. Ask for help & Ask for what you want.   

    Asking for help may seem contrary to what leaders should do, but as I heard Brene Brown say in another keynote speech, asking for help is actually the best way to create trust.  As Karith said, no one totally knows what they are doing, and no one can do it all. The act of asking for help acknowledges this and gives people permission to also ask for help themselves. Seems to me like it creates a place for psychological safety to thrive. 

    One thing my husband loves to say to me is, “I’m not a mind reader.” Of course, I love it when he says this to me, but there is truth in it.  We can’t expect people to read our minds (or our intent) so we can’t expect them to also know what we want and need. Letting people know what you want and need leads to a lack of confusion. When things are clear, things get done to the standard or expectations we have in our minds.  

    One of the biggest sources of disappointment for people is when expectations aren’t met.  This usually comes not from a lack of desire to meet expectations, but from a lack of communication or clarity about the expectation.  You need to make your intent clear.  Taking this a step further, also explain the why behind the want or need.  This further clarifies expectations and helps people not make assumptions. 

    B. Be Kind.

    Speaking of intent, as Karith emphasized, we all need to take a deep breath and set our intention for kindness with both words and actions.  She emphasized 1) we never really know what someone is going through and 2) we never know what the ripple effect of one small act of kindness will be.

    Most notably, she emphasized this has to include being kind to yourself.   It is rather difficult to be kind to others if we can’t first establish personal leadership and become kind to ourselves.  

    C. Choose Community Over Clicks.

    Karith emphasized that it is basic biology for us to be attracted to people who are like us because it gives us the least amount of opportunity for threats to arise, our brain tells us.

    However, we need to recondition our brains to realize that creating exclusivity isn’t good for us as individuals and it isn’t good for workplaces.  Realizing that most of what divides us this day in age is surface stuff and realizing that being around people who are different from us increases our learning and therefore our value, we need to get out of our comfort zones and go to places where people that are different than us reside both physically and virtually. 

     

    Overall, Karith emphasized that leaders are to model the behavior they want to see in others in order to impact the workplace.   By asking for help and for what we want, by being kind to ourselves and others, and by choosing community, especially with those who are different than us, we will move into 2020 positioned to lead by example. 

    What are your key focus areas for leading well in 2020? 

     

  • A Pound of Prevention

    A Pound of Prevention

    “A pound of prevention is worth an ounce of cure” is a phrase I heard for the first time this week.

    I was at lunch with an attorney who specializes in employment law, and she said that phrase as we were talking about clients who don’t see the benefit of proactive, preventative measures and instead just hope everything turns out alright. I immediately wrote it down and googled when I got home, and the internet says it’s a Benjamin Franklin quote. Apparently, Franklin wrote an anonymous letter to his own newspaper in Philadelphia in 1735 about the importance of preparing for possible fires ahead of time versus waiting until the fire is burning to make a plan. 

    How many of us have waited until the metaphorical (or literal) fire was burning to actually do something? 

    One of the common “fires” companies face is invaluable leaders retiring or leaving for other opportunities. Many organizations do not spend enough time proactively planning for succession, and then they find themselves without a VP or other critical leader and have to scramble to find a suitable replacement. We speak to this in our recent blog post “Who Is Your Successor?”. 

    Another fire that can burn quickly is non-compliance – knowingly or unknowingly failing to comply with employment law. This is common for small businesses who see rapid growth and suddenly find themselves crossing the FTE thresholds for various legislation (e.g. the Affordable Care Act typically applies at 50 FTEs). As a business owner and/or leader, you are responsible for ensuring that your organization complies with federal, state, and local employment laws. If you operate your business in more than one state, you may need to take another look at your policies. Having an updated employee handbook – and actually having every employee read and agree to it – is a pound of prevention that every single organization needs to take seriously. 

    We don’t wait until the fire is burning to buy an extinguisher. Let’s not wait until there’s trouble to protect our organizations and our employees.

  • Leaders, So What Is Skill and What Is Will?

    Leaders, So What Is Skill and What Is Will?

    Related Blog Posts:

    Leaders, Know the Skill and Will of Those You Lead

    The Lactation Consultant For the Love, Leave Me Alone!: How (Not) to Lead When Skill and Will Are High

    Tell ?Show ? Do: Leading when Someone has High Will and Low Skill

    Find Another Seat (or Challenge) or Get Off the Bus? How to Lead when Skill is High but Will is Low

    A Final Thought on Leading for Skill and Will: It’s a Long Term Game, Not a Short One

  • A Final Thought on Leading for Skill and Will: It’s a Long Term Game, Not a Short One

    A Final Thought on Leading for Skill and Will: It’s a Long Term Game, Not a Short One

    I’m on a plane with my third-grade son, traveling to Washington D.C. He is taking a math test beside me.  We are headed up to our nation’s capital for a work conference I have, and he and my dad are along for the ride. 

    He’s coming to actually see some of the things he’s been learning in school about government and democracy.  With the trip being counted as a “field trip” for him instead of an absence, the schoolwork, including tests he’s missing, come with us. He is to complete them and return them for grading the Monday after we arrive home.

    He finishes and says, “Don’t check it, mom, that is Mrs. Armstrong’s (his teacher) job.”

    It’s like he knows I have the temptation to “check it” and justify “helping” him, which he knows is straight-up cheating.  I resist the urge to check it and put it away. Later I do check it, though.  He’s missed one.  And I again resist the urge to give it back to him and tell him, not the answer, but “Hey, why don’t you look at this one again?”  Still straight up cheating, but I’d be dishonest if I acted like the temptation to fix his mistakes and or help him make a perfect score isn’t there.

    And this temptation is also present in any leadership situation.

    The one he missed is an easy one, one that he just didn’t take his time on.  And knowing his biggest struggle in math is not getting the right answer, but taking his time to get the right answer, I silently think about ways to help him take his time without fixing his test so that he gets a 100 next time instead of a 98.

    But, I “allow” him to miss one and in the long run, he will be better for it. The perfect score isn’t nearly as important as him learning through doing things on his own and learning the consequences of not taking his time. And of course, most importantly, the hard lessons won in doing things with honesty and integrity learned through a leader modeling that behavior for him. Or wait, he actually modeled this for me first. 

    As we wrap up our posts on leading through skill and will, I think it warrants a pause in considering leading in the moment for short term gain versus leading for long term outcomes and results. Leading is a marathon, not a sprint.

    We practice leading through skill not to satisfy our own short-term needs, nor the short-term needs and desires of those we lead. We practice it because it is a process that fosters learning.  Learning that isn’t fleeting, but learning that is lasting and transferable across domains and that builds character.

    So the next time you have to diagnose someone’s skill and will and then use that knowledge to lead them, see yourself as their coach and teacher, not their boss (or parent).  

    Hopefully, the learning will come in the form of not just better skill acquisition and motivation but also with growth that lasts, growth that fosters transferable skills and integrity.

     

    How do you foster long-term learning and growth with those you lead? 

  • Find Another Seat (or Challenge) or Get Off the Bus? How to Lead when Skill is High but Will is Low

    Find Another Seat (or Challenge) or Get Off the Bus? How to Lead when Skill is High but Will is Low

    We’ve all seen someone there before.  We’ve most likely also been there before ourselves.  One of the most, if not the most knowledgeable and experienced person in the room.  The one that can do the task or assignment with his or her eyes closed. Possibly the smartest person in the room. 

    But somehow, they are also the most disinterested person in the room.  Whether this disengagement comes from boredom or burnout, you can’t be sure, but it is obvious they’d rather be anywhere doing anything other than what they are really good at doing.  

    You need them to do it, but they don’t want to.  They have high skill and little to no will. And interestingly enough, because they have no personal drive to do it well or with excellence, their skill begins to tank.  

    What do you do? It often comes down to one of two things: 

    1. New Challenge
    2. Rest

    For example, my almost nine-year-old is in the throes of multiplication tables.  This semester, he has to demonstrate mastery of all his multiplication facts by completing a test on each fact family and getting them all correct in less than a minute.  

    He probably could have done this all (except for maybe the nine and twelve fact families) day one.  I’m not sure how he learned them all, but I do know he has a natural ability with numbers (he gets it from his daddy) and he often thinks in numbers, not in words. 

    But, we are required to practice the facts for at least 10 minutes every night and sign off it has been done.   

    Needless to say, he’s so over it.  So, we’ve had to find other ways to challenge him in doing this routine every night.  We skipped ahead, doing harder fact families that he wouldn’t be tested on for a few weeks because he had already mastered the ones he was being tested on next.  Then we went to challenging him to apply the multiplication he learned by multiplying two digits instead of just one, or we broke it down and showed him how he could divide, which is a concept they hadn’t started yet in school.   

    We’ve also engaged him in teaching his sister (in kindergarten) basic multiplication facts, which he loves (and she tolerates). 

    So, we challenged him.   And the same is true of what you should do with someone you are leading that has a high skill level but is so over doing what they are doing.  Challenge them to take it to the next level by: 

    1. Applying their skills in novel or advanced ways
    2. Getting them to teach their skill to someone else

    But something strange happened.  We had been practicing our four and eight fact families and he had mastered them. We went to revisit these facts the night before the test on them just as a brush up on his skills. Well, when simulating the same situation as the test (all thirteen facts listed to answer correctly in less than a minute) he flipped out and said he couldn’t do it. He just froze and it was like all he knew had vanished. 

    Honestly, I think we had beat a dead horse.  He had practiced so much when he really didn’t need to, that he was burned out.  

    So I told him to go to his room and rest.  He didn’t want to, but he did. He came back down about 15 minutes later had made a paper airplane and said he was ready to try again. 

    He answered all his fours correctly in less than 30 seconds and completed the eights correctly with about fifteen seconds to spare.

    He just needed a break. He was burned out.  Much like some of your people who are highly skilled are.  If you see someone’s will begin to wane on something they are highly competent in doing, first challenge them to take their skill to the next level or give them an assignment to teach someone else to do it.  If that doesn’t work, give them a break. 

    I found myself at this high skill, waning will point not long ago.  After a solid spring and half the summer spent facilitating a lot of training that more often than not required travel, I found myself at best bored and at worst burned out.  And honestly, I felt like I had gotten worse at it. 

    I love nothing more than helping other people succeed in leading, but after almost ten years of training and many months training on the same content over and over again, I was kind of over it.   had the experience and knowledge to do it well, but I felt myself not doing it very well because I was bored by it and tired of it. 

    I was also pregnant, so that might have also had something to do with my mood over it all. 

    A break from travel and work being required with the pending arrival of our child, I had to have a plan. And I had to rest.  I took a risk and hired someone else to train. And I am so glad I did. 

    This brings up a third route for leading others (and yourself) well when your will tanks in high skill areas: divest in it. 

    I actually have done all three of these things related to my skill and will with group leadership training.  I handed off the bulk of it to someone who has a high skill and will for it, I challenged myself by beginning to build new training content using my skills, and I’ve enjoyed teaching our new colleague on the unique way we feel like we add value in our training approach. 

     

    What do you do when you or someone you lead is highly skilled but has lost the will to do something or do it well?