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…).

  • Leaders, Expect the Unexpected!

    Leaders, Expect the Unexpected!

    “Expect the unexpected.” -Zig Zigler

    During a recent hike on Rainbow Mountain with my three boys and two dogs, I was gently reminded that even when you expect the unexpected, you can be caught off guard.

    Multiple times during our hike when my oldest was leading the way, I reminded him to go slow and watch out for snakes. Then about half way through the hike we stopped to take a break. The boys sat down on a large rock and I sat down about ten feet ahead of them. Almost as soon as I sat down, I heard the leaves beside me rustling and looked over to watch what I’m pretty sure was a copperhead snake slither across the path in front of me.

    Even though I had warned my son multiple times to be on the lookout, I didn’t actually think we’d walk up on a snake while hiking.  And while I am not afraid of snakes (spiders are a different story), it still caught me off guard and I quickly had to assess the situation and decide how to respond, as well as how my boys and dogs would respond if they saw it.

    I quietly told my boys to stand still and as soon as it had slithered far enough away from me into the woods, I slowly stood up and moved to where they were. Together we waited a few minutes so that the snake had time to go on down into the woods and we could safely continue up the path.

    As leaders, we try to expect the unexpected and prepare in advance how to respond. But there are times when regardless of how much we anticipate and prepare, we are still caught off guard. So how can we navigate those situations?

    • Take a deep breath and don’t panic. Stress impacts how we make decisions and often causes us to view the risks and rewards differently than we would otherwise.
    • Assess the situation. As I tell my 12-year-old when he gets upset over something, ask yourself “in the grand scheme of things, how important is this?” What impact will this truly have? What can you do to mitigate it or even turn it into a positive?
    • Seek out help. Don’t be afraid, or embarrassed, to enlist the help of others. We all need to lean on others sometimes. And they may be able to offer a perspective we hadn’t considered.
    • Be flexible. Plans aren’t foolproof. Sometimes they work great, sometimes they work halfway, and sometimes they don’t work at all. That’s okay. Make adjustments where needed, or if necessary, scrap the entire plan and go back to the drawing board.
    • Assess the results. What went well and what could you have done better? What was the impact on your organization?
    • Celebrate your success. Whether it’s a new product or service, a new policy or procedure rollout, or just putting out a fire, take the time to celebrate your success and congratulate yourself and those who helped. For me, it was taking the boys and dogs for ice cream after our hike.

    The next time you find yourself in a situation that catches you off guard, how will you respond?

  • Women in Business Need Male Mentors

    Women in Business Need Male Mentors

    My first professional mentor was a man.  In college, I helped him with his research and he helped me grow as a human being in too many ways to count.  It was no big deal for us to have one-on-one discussions in his office with the door closed.  I never thought anything of it.  I suspect he didn’t either.  Nor were my parents concerned.  They are as grateful to him for the positive influence he had on me as I am.

    This mentor often spoke truth with directness to the situations I was dealing with that I found myself getting too emotional about.  He also commended me when I acted in ways that showed I was capable and confident.  Characteristics a woman is often chided for. This was invaluable.

    My best boss was a man.  He gave me the freedom to run with my ideas and got out of my way when I did so.   It was not uncommon for us to travel in the car to places for work related events, just the two of us.  I never thought anything of it.  I doubt he, his wife, or my husband did either.

    This boss didn’t make me feel like an idiot when I cried in his office to him about something, that in hindsight, was stupid.  Nor did he get condescending when we joked and left a positive pregnancy test on his desk as an April Fool’s joke.  Pregnant I was not then, but a month later I was. Oops.  He was also so proud when both my kids were born and gave me more flexibility than most after the first was born and I was also trying to finish my Masters thesis.  He also spoke truth to my emotion and taught me to ask for forgiveness instead of permission.  He praised me for behavior that is also often uncommon for a woman to demonstrate.

    I’m often at lunch one-on-one with men.   They are typically clients or perspective clients.  I think nothing of asking a man to lunch.  I don’t think anything of asking anyone to lunch, male or female. Mealtime is natural way to build dialogue and relationships.

    But the last time I was in a restaurant with a male client (in my hometown) an acquaintance-friend I know saw me sitting there with him.  She looked away.  When I saw her later on, she asked me who he was and why I was there with him.   It was obvious she thought it was weird.  She seemed to disapprove.  I was confused.

    But in this #metoo world we are living in, if people find it strange for a female to be at lunch with a male that is anyone other than her spouse or possibly father, how can we expect it to be okay for both women and men to feel comfortable in one-on-one situations that often help to build strong business relationships, healthy dialogue and positive results?

    At #SHRM18, Sheryl Sandberg spoke about, among other things, the need for women to have male mentors.   She related this to helping women model behaviors, more often demonstrated in males, that help women achieve business success.  I know my male mentors and colleagues have helped me with this (not to mention my dad and my husband, both of whom have probably had more of an influence on this than my professional male relationships.)

    Sheryl didn’t give a lot of advice on how to make men mentoring women totally acceptable despite the #metoo challenges.

    The one direct thing she said to men fearful of establishing these relationships was, “If you don’t feel comfortable having dinner with a woman, don’t have dinner with a man.  Group meals for everyone.”

    I struggle with this though.  The value I gained from the men in my life who have shaped me almost always came in the form of one-on-one, direct feedback.  This just doesn’t take place in a group settings.

    So, like Sheryl, while I don’t have a lot of direct advice to give on how to help this situation, maybe this quote I just came across by Bob Goff can speak the greatest truth:

     

    I have two lunch meetings on my calendar for this week.  Both are with men.   I won’t be afraid, and I pray that for all the great men out there, the world and the media won’t harden or scare you to the point that you are uncomfortable alone with a woman that you can help become the business person and woman she needs to be.

     

  • How can we best help? 5 Insights from Sheryl Sandberg at #SHRM18

    How can we best help? 5 Insights from Sheryl Sandberg at #SHRM18

    2018 for me has been a year of providing support for both professional and personal friends and family that have been experiencing tremendous situations of stress, pain and loss.  As I count today, there are half a dozen people that I’m actively engaged in providing support and encouragement for. If I think about it objectively, I could say that most people, every year, are actively providing support for at least this many people who dealing with some type of life struggle. Struggle is just a part of life.

    I am humbled to have the opportunity to be a small part of helping people through their pain and problems.  If you are doing the same thing, I’m sure you are too.  But if you’re like me, I’m often not sure what helps and what may possibly hurt when it comes to the words and behavior I use when trying to provide the right support.

    Sheryl Sandberg spoke about a variety of things at #SHRM18, most of which came from her personal experience of being a female business executive, a mother and widow. Her insights on the best way we can help each other in the workplace integrated with Adam Grant’s comments on creating an organization of givers.  Like Adam, she was also diligent in stating facts and citing research to back up her points.

     

    When people are dealing with difficult situations, Sheryl noted:

    1. Realize people feel like they are a burden when they are hurting.  Often, they will apologize or say they are sorry when they share their thoughts or feelings. Make sure you assure people that they are not a burden. Validate for them that their thoughts and feelings are okay and that vocalizing them is a good thing.
    2. Don’t assume people have enough help or support from family and close friends.  They often don’t and need you. Oftentimes people that aren’t as close to the situation are the best people for providing support.
    3. You are never reminding people of their pain.  It is always there. When you realize this, it is always best to ask about and acknowledge the elephant in the room.
    4. When you don’t ask, you aren’t protecting people you are making them feel isolated.
    5. Our natural tendency is to ask, “How can I help.”  This is not bad, but people often don’t know what to tell you.  Sheryl suggested just showing up.  Show up in the waiting room at the hospital and just let them know you are there if and when needed.   Show up with a meal or a gift or with their dry cleaning you’ve already picked up and paid for them.  Don’t ask, just do.

     

    What are the best ways you know to help people who are hurting?

  • Marketing Your Core Values and Culture

    Marketing Your Core Values and Culture

    How does your company market your core values and culture? What do candidates see when they look at your website? Are your values and culture emphasized during the hiring process?

    • 76% of candidates want details on what makes the company an attractive place to work. (Glassdoor survey, October 2014)
    • Nearly 80% of Millennials look for people and culture fit with employers, followed by career potential. (Collegefeed, March 2014)
    • 77% of job seekers go to Company Websites to look for jobs. (Gallup State of the American Workplace Report 2017)

    If you’re not marketing your core values and culture, you may be losing out on attracting top talent. According to the 2017 LinkedIn Global Recruiting Trends, 61% of those surveyed said that the best channel to build an employer brand is through the company’s career site, followed by LinkedIn at 55%, and Third-party websites or job boards at 40%.

    Try to look at your company’s career site through the eyes of an applicant. What sets you apart from other potential employers? What benefits does your organization offer that might attract potential candidates? Is your company culture reflected on the career site?

    Next, make sure your organization has a solid LinkedIn profile and post regularly. Ask current employees to follow your company page and share posts. Do the same with other social media outlets, such as Facebook and Twitter. Share pictures from company events that show the camaraderie outside of the office.

    And then look at third-party sites and job boards such as Glassdoor. Many candidates look to sites like Glassdoor to get a true feeling of what it’s like to work at a company. Employees and candidates can review organizations, share salary information & interview questions, rate the CEO, and much more. What does your Glassdoor profile say about your organization? Does your organization respond to reviews that are posted on Glassdoor and other sites? While you can’t control the reviews that are posted to Glassdoor, you can control their impact based on how you manage your profile and respond to negative feedback.

    • Employer branding has a significant impact on hiring talent according to 80% of recruiters. (LinkedIn Global Recruiting Trends 2017)

    What message does your current employer branding send to potential candidates?

    For more on employer branding, read our blog post The Candidate Experience Influences the Brand.

  • Culture Eats Strategy for Lunch:  9 Takeaways from Adam Grant at #SHRM18

    Culture Eats Strategy for Lunch: 9 Takeaways from Adam Grant at #SHRM18

    “The work of culture building is never done.  It’s always a work in progress.” – Adam Grant

    People were excited about the concert Tuesday night at #SHRM18, but I was giddy about hearing Adam Grant speak that morning.  The organizational psychology nerd in me was so excited to hear Adam Grant speak, and his comments did not disappoint.

    Top takeaways from his presentation all centered around company culture:

    1. What got you here won’t get you there. Hire for cultural contribution (if you are a big company).  Cultural fit is still important for startups.

    I think most people miss Adam’s overall point in this.  Many simply hear him say don’t hire for cultural fit.  But he cited a study showing start-ups that focused on hiring for cultural fit above other characteristics had a 0% failure rate, surviving for at least 15 years.  Interestingly though, what happens post IPO is that cultural  fit is the worst way to hire.  As a company grows, you need more change and adaptation. Cultural fit doesn’t sit as well.  Instead, look at what is missing from your culture and hire people that can help you fill gaps and adapt.

    2. Not hiring toxic people is more important than hiring good people. Regardless of company size, hire givers, not takers.

    Adam stated that the cost savings of not hiring a selfish employee are more than twice as valuable as hiring a superstar, or the top 1% of people in terms of performance.  In addition, the negative impact of a taker is more than double to triple the positive impact of hiring a giver.

    This is because givers make cultural contribution.  They 1) share their knowledge 2) make connections and 3) create an environment of sharing.  All of which lead to innovation.  Takers sabotage all of this.

    3. Worried about how to screen out toxic people?  Ask one simple question.

    Adam suggested taking anything you are worried about hurting the culture of your organization and asking candidates how common they think it is.   For example, “What percentage of the population do you think is fundamentally selfish?”  Then it is your job to ask them how they came up with that estimate.  If their answer gets back to the fact that they think people are fundamentally selfish, then they are most likely fundamentally selfish.  Steer clear.

    4. Hire disagreeable givers.  

    People who are takers are not the same thing as people who are disagreeable.  You can be agreeable and be a giver or a taker and be disagreeable and be a giver or a taker.  Think four-box grid. Disagreeable givers aren’t afraid to speak up, saying what no one wants to say, which leads to better results. They are more committed advocates for original thinking and are often disagreeing because they are intensely loyal and passionate about the company and the mission.  You need to hear them; they give through challenging.

    For more on this idea, take a look at Adam’s Ted Talk on the subject.

    5. In order for people and companies to thrive, build a culture that welcomes upward challenge.

    When was the last time you questioned or disagreed with your boss?  Do you feel comfortable doing so?  If not, and if you aren’t alone in your organization, most likely your company isn’t capable of remarkable results.  Adam cited Bridgewater,  a company where, “no one has the right to hold a critical opinion without speaking up about it.”   Their website says the culture is one in which, “meaningful relationships are pursued through radical truth and radical transparency.”   One dimension of performance evaluations at Bridegewater is challenging upward.  People are actually rated on whether or not they challenge their boss and their boss’ boss, all the way up the ladder.   The company has consistently outperformed its competition in the market.

    6. Create a negative feedback video.  

    Most people hate to be challenged and hate to receive negative feedback.  But Adam’s talk emphasized that both are necessary for a great culture to thrive. Great leaders seek out both challenge and negative feedback.  He showed a hilarious video of his colleagues all reading negative feedback they received from students.  When employees saw the negative feedback videos there was an 11% increase in a growth mindset.  Creating such a video shows you can take it and opens people up to realize that there is nothing that can’t be voiced.  It is the beginning of a culture where people can speak truth to ideas.

    7. To communicate original ideas, give people a reference with a tune they know.  

    If you have a truly original idea, most likely people lack the schema or reference point to understand it.  If you can relate your idea to another in a different context (for example,  the match.com for companies and job seekers) people are more likely to understand and be open to your idea. “You have to take your unfamiliar idea and make it familiar,” says Adam.  The more you know outside of your organization and your industry, the better you are at making connections to get your ideas adopted.

    8. People who really believe in a mission and are able to contribute in the most meaningful ways are ruthless prioritizers.

    People in this category are able to not pursue a good idea because it isn’t as good as another idea.  What you aren’t working on is often more important than what you are working on.

    9. Crowdsource questions, problems and requests making it easier for people to be givers. It’s imperative to create channels for knowledge sharing.

    This gives people the opportunity to ask for help, especially when they have an unproven idea.  An innovation tournament where problems and requests are presented and people work together on solving them is a good way to put this idea into action.

     

    Adam Grant’s points at #SHRM18 and in any of his other talks or books show what makes him one of the world’s 10 most influential management thinkers and a part of Fortune’s 40 under 40.  His ideas are 1) grounded in research and 2) unconventional. His ideas disprove the status quo with data and science. He’s the type of scientist-practitioner we should all strive to be.

    Originals: How Non-Conformists Move the World

    Give and Take: Why Helping Others Drives Our Success

     

    Like this post? You may also enjoy:

    Consider Culture Contribution When Hiring 

    2017 Book of the Year