Circle of Influence Part One

photo by Katharina Jung

Circle of Influence Part One – by Arnie Wohlgemut  

Who influences you?  That’s a good question.  I have often heard that who we choose as friends reflects who we are.    

The people that you surround yourself with on a daily basis can have a phenomenal impact on your life.  They can rub off on you, pulling you up to a higher level.  Having this mindset may even lead to greater personal growth. 

But the reverse can also be true — they can drag you down as well — so you have to be careful. 

As the saying goes: misery loves company… but so does success! 

Here are a few ideas on choosing the people that you surround yourself with on a regular basis: 

1.  Surround yourself with people who don’t think like you, don’t look like you and grew up in a different “neighbourhood” BUT have the same values as you.  I know my life has been greatly enriched by friends and co-workers who all come from different backgrounds and life experiences. 

2.  Surround yourself with people who have a positive attitude.  By surrounding yourself with positive people that are successful in areas you want to grow in and be successful in, you open yourself up to a vast world of growth experiences. 

“Look, nothing good ever gets accomplished by a pessimist. You’ve got to be an energy-giver in this life — at work, and everywhere.” ~ Jack Welch 

3.  Surround yourself with people who are genuinely supportive.  They are people who are willing to listen first, then talk things through with you without judgement.  The real value is realized when you listened to their reflective thoughts and advice. 

My point here is to show you the impact that your circle of influence can have on your life and on those whose lives you influence in return. 

Leading – Not Dragging: 5 Insights into Leading Change.


Leading – Not Dragging: 5 Insights into Leading Change.    By Arnie Wohlgemut

You’ve seen it.  You’ve lived through it.  (I hope you haven’t been tempted to do it.)  I’m talking about charging ahead of your team, making changes that leave them dumb founded.  I get the sensitivities.  Organizational change has many fragile layers.  Rarely will your whole team cheerlead your plan to success.  There may even be wisdom on dispensing information slowly and strategically.

But over and over again I see leaders, leadership teams and boards of directors announce significant change with little or no detail.

Here’s the announcement (you may have heard this before): “The leadership team is excited about the upcoming changes.  We look forward to new opportunities.  We are confident that these changes are critical for long-term growth.”

With assurances that the leadership team is on it and “have discussed this at length with the board” or “this has been in the works for months”, the rest of the organization is left totally in the dark.

Working alongside leaders and implementing change for more than 30 years, I have developed a code of conduct when leading change:

1. Communicate. Communicate. Communicate
Humans are naturally inclined to fill in the blanks. It’s in the DNA. When it appears that only part of the information or the real reason for the change is not public, people immediately form small groups in the attempt to find the reasons. That means the imagination of the team is unleashed to develop multiple scenarios of the upcoming change, inserting stuff from their own life experiences or worse.
If you are unable to share upcoming changes, keep mum. Don’t hint. Don’t allude. Don’t give people content that is filled with holes.
As you integrate change, strategically plan the communication. Give as much information as possible – but don’t just give random information. Strategically position the information you release to augment the positive impact of the upcoming change.

2. Connect with the influencers.
In the popular TV show “BULL”, Dr. Jason Bull calls these influencers “Sneezers”.  What they say spreads like an uncontrolled sneeze.
Reach out to the influencers and arm them (no pun intended) with facts and information.  They can be supportive if you will let them.
These individuals are key.  When they know they are trusted with critical and ‘insider’ information, they use their influence circles to spread it.  Since they enjoy being influencers, they will also correct miss-information as soon as they encounter it, which is what you want.

3. Connect with those that are perceived to have influence.
Know your team.  There are people who don’t stand at the front lines or even speak up in public settings, but they influence the team.  Their success, education, experience, networks and even their personality gives them their status.  Their opinions become the opinions of others.
Engage these individuals in the discussion and possibly the decision process.  That way, they will influence with facts and content that is reliable, not simply add to the rumour mill.  They could influence how many early adopters you have.

4. Strategically plan your communication.
Avoid asking people what they think or what thoughts they have.  Especially if you have no intention of listening.  If you ask questions, do so wisely, making sure the person, team or group is able to reflect on the situation objectively.
Ask better questions.  Understand that the most important information they are looking for is how the change will impact them personally.  How will this impact your team?  Is there something you believe we should consider?  What recommendation do you have that will lead to success?  What impact will this have on those we serve, our clients or customers?

5. Take advice seriously.
If someone has the courage to stand up and answer your good questions, respect them and the advice. Avoid giving immediate feedback, give yourself time to consider their advice.
Don’t brush them off or answer superficially.  Acknowledge the individual and the advice directly and be sure to give feedback why or not their advice was used.  In my experience this is very powerful and empowering to this person and those watching.

Bottom line: build an engagement and communication plan.  Your goal and the goal of the people affected by the change, is for the good of the organization/company.  If your plans don’t get you closer to your goal, adjust the plans.

Just one last piece of advice.  This isn’t your personal plan.  Remember that.  Critique isn’t of you, it’s a healthy process of collaborative excellence.  The ultimate goal is to achieve the vision set for the organization/company.

Hire Missionaries, Not Mercenaries!

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Hire Missionaries, Not Mercenaries!   By Arnie Wohlgemut

I have always taken the “Ocean’s Eleven” approach to hiring.  Why?  I wanted a diverse and strong team.  After all, who wants a team of pickpockets when you’re trying to rob a casino.

I started with an evaluation of the technical skills on my team, experience gaps and what future skills might be need. Based on that, I began my recruitment process.  These next 6 items I used to identify individuals whose skills and approach complement others on my team.

  1. Diversity.  Diversity is relatively easy to achieve; however, the right diversity is not.  If you are strategic, you will build a strong diversely skilled team.  I would remind HR and my recuitment team that I didn’t just want to add diversity but build an environment where all would be rowing the life raft in the same direction and we all could thrive.
  2. Cultural fit.  This was not used to shorten the candidate pool, but it played a part in the final decision.  It was not unusual for the short list of candidates to come back for a second interview, led by their potential co-workers, to evaluate cultural fit.
  3. Cultural contribution.  Specifically, a person’s character.  Wharton’s Adam Grant warns “Instead of culture fit, what you want is cultural contribution.  Don’t ask whether someone matches your culture.  Ask what’s missing from your culture and bring in people who can enrich it.  That doesn’t require you to be best friends.”
  4. Passion.  Someone who articulates a strong desire to make things better.  In fact, I would never hire someone who said to me “I don’t think I would change anything!”  The best candidates have passion — a fire inside of them that generates momentum and drive forward. It then becomes my challenge to fan the flame, inspire them to direct their energies to achieve the goals we set together.
  5. Predictable success.  You want an individual who will be successful.  Ask good questions; create circumstances and practical assignments to get the answers you’re looking for.  One assignment was unannounced to avoid having an artificial exercise in a controlled environment. I then used impartial resources to review assignments submitted.
  6. Trust your experience and your gut.  Having hired nearly 100 people in my career in various organizations, I had experience on my side.  This experience strengthens the intuition needed in the entire process including reference checks.

Building a diverse team for the success of the organization has never been a task without risk.  I hope these 6 ideas will help you build a world class team.

Who’s Listening?

 

Who’s Listening?   By Arnie Wohlgemut

I recently read a post by Brené Brown where in a survey they asked managers a simple question: “What behaviours do you find the most trust-earning in your direct reports?”

Much like most of us, everyone guesses the answer is reliability or accountability.

Those answers rank in the top 5. But what was the number one trust-earning behaviour by direct reports? Asking for help.

She goes on to talk about how it feels counter-intuitive. And it does!

Many managers believe they need to have answers at the ready whenever a direct report comes to them with a challenge. I too felt that way earlier in my career.

Imagine my surprise when comments about my ‘abilities’ to listen showed up in the 360° feedback assessment!

My weakness: I was talking when I should have been listening.

It then occurred to me that my poor listening habits and quick response with help and advice may have negatively impacted my team’s growth. That provided me with the motivation to change.

I would like to share with you 4 motivators that helped me to be a better listener:

1.  I’m a big believer in empowering people. I recently wrote a blog about empowerment as an expression of love. This is a love for the person. You love what they do for you and for your organization. You’ve spent time with them; you understand each other. You see potential in them and are willing to help them grow through this experience. Would you assign an important project to someone you knew wouldn’t ask for help if she or he were struggling?

2.  I’m a big fan of consistency – because people are watching! People need a consistent leader to follow. One they can count on; one whose decisions are predicable; one who listens; one who clearly knows that people matter. In my experience, consistency builds trust. A leader who is consistent is one that staff will trust. I was convinced that I was a good listener and expected others to be good listeners, but I didn’t practice what I preached!

“One of the most important — and gutsiest — things you can do as a boss and leader is to shut the hell up and listen.” Author and former media executive Kate White

3.  I love coaching. Being a good boss and leader requires you to listen and have your direct report figure it out. Allowing others to find solutions and get the results you need is a sign of a good leader and a good coach.

4.  Inevitably you will have a person with leadership potential on your team and if they are to succeed, listening is required skill. You can model listening by practicing the first three motivators I just shared, every day.

 

While I was good at extending a helping hand to others, I learn that most of us need to get better at asking for help when we need it ourselves, and respect those that ask us for help!

The #1 Key to Making Change Work – By Silvia Pencak

The #1 Key to Making Change Work – By Silvia Pencak

One of my clients recently asked me about the key to a successful change management.  This seemingly simple question made me think and I decided to share my response in the article to help more than just one person.

After having a privilege to be part of some incredible change initiatives around the globe I fully understand the complexity of change.  I’ve personally used many approaches myself to make change work, but there is one underlying component that was present during every successful initiative.

If you follow my blog, the answer won’t surprise you.  I believe that leadership is that magic pill.

The Key to Successful Change Management: Leadership

Strong leadership makes change work.  What I want to look at today is in what specific ways leadership can turn projects into success.  Buckle up your seat belt, we’re starting.

Strong #leadership makes #change work.

1. Power of relationships

My mentor and friend John C. Maxwell once taught me that if you climb to a top of the mountain and nobody’s following you, you are a climber, not a leader.  As a leader you must build relationships with people around you.  And you need to build them BEFORE change happens.  When you get their buy-in as a leader, they will be more willing to join you on a journey of transformation.  Without the buy-in they might oppose you and even work against you.  How can you show people that you care?

How can you show people that you care?

2. Power of listening

My best initiatives were ideas others shared with me.  As a leader you don’t have to be the smartest person in the room.  You just need to be willing to listen to others who know what they are doing.  Trust your people, listen to them and create a trusting environment where people aren’t afraid to speak up, create and improve.  I can almost guarantee that the solutions already exist in your company or organization, you just need to start paying attention to people who see them.  How can you show people that you pay attention?

How can you show your team that you pay attention?

3. Power of insight

Change isn’t straightforward. It’s messy and seasoned with unexpected challenges. In words of Rosabeth Moss Canter, “The middle of every successful project looks like a disaster.”  Successful implementation requires creativity, continual evaluation, improvements, redirection and perseverance.  Instead of quitting at the first obstacle, it is important to learn from mistakes and improve as needed.  What can you learn from what happened?

What can you learn from what happened?

4. Power of example

As a leader, you are being watched.  Your enthusiasm, decisions and actions are under microscope.  Many times, people can’t hear what you are saying because they see what you are doing.  To make change work you need to set a good example for those around you.  Be positive, inspire action and set good standards for your team.  It all starts with you, not others.  What one thing can you change or improve to set a better example for your team?

What one thing can you change or improve to set a better example for your team?

5. Power of credit

As a leader it’s important that you give credit where credit is due.  Sadly, I met many leaders (or I should call them managers instead) who thought that taking credit for their team’s work will position them as successful.  Quite contrary.  It ruins your reputation, damages relationships and lowers your ability to influence.  Giving credit to your team members builds environment of trust, openness and creativity.  Who do you need to thank or reward for their contribution?

Who do you need to thank or reward for their contribution?

Change can be hard.  But success of your next initiative is directly linked to your capabilities as a leader.  What one thing can you do today that will help you become a better leader and manage change successfully?  Do it now!

To your success,

Silvia Pencak

4 Pitfalls that could lead to Mediocre Management

4 Pitfalls that could lead to Mediocre Management – by Arnie Wohlgemut

Ever heard of the Peter Principle?

It comes from a business book parody written by author and educator Laurence J. Peter. It takes aim at an “ever-present, pestiferous nuisance” found in businesses and governments everywhere i.e. managerial incompetence.

He contends, “that any employee in a hierarchy will rise to the level of his or her own incompetence.” (“This Means You!” the book noted cheerily in a subhead.)

 “Promotion is not just the upward or forward reassignment of an employee of your workplace but is a properly structured process that must remain within the bounds of the organization’s hierarchy.”  Anastasia @ cleverism.com

Here are the four typical reasons used to promote someone to the managerial ranks that could lead to disaster:

  1. Reward – The employer feels compelled to promote a person because of his/her continued good performance. The underlying assumption is that this is proof future of good performance.
  2. Tenure or seniority – The employer feels compelled to promote a person based solely on years of service. They assume that these years of service qualify him/her for the added responsibilities to an existing set of responsibilities.
  3. Educational/technical qualifications – The employer believes this to be the only measure or decision-making tool as far as the promotion is concerned. The underlying assumption is that the candidate has learned all the needed skills while attaining his/her degree, to successfully perform the new and additional responsibilities.
  4. Training – The amount of training an employee has been given or the level to which he/she has also been groomed acts as the deciding factor. They assume that successfully competing the training is sufficient proof of abilities to perform the duties and responsibilities being added.

A promotion is an important decision since it doesn’t only involve change in rank, more duties and responsibilities, it recognizes performance and ambition, increases loyalty, encourages retention and reduces employee discontent. Hence a promotion decision must be taken after careful assessment and evaluation of a candidate’s skills, performance and several other factors.

I encourage caution to not use the four reasons listed in isolation, as they could undermine the benefits of upward or forward reassignment of an employee.

What is Real Engagement?

What is Real Engagement? – by Arnie Wohlgemut

As managers and leaders, we occasionally put a “cellophane” wrap around ourselves to protect against criticism or push back, from a new idea or a needed change within the work place.

I have seen senior management become so protective of the “new vision” and the information surrounding it, that they only ‘appeared’ transparent. While they want to look like they are open to feedback and input, they believe it to be unnecessary.

The fact is, nobody likes change.

We know change is often needed and even necessary. But we resist it.

To protect ourselves is understandable. But being closed to the insights and concerns of your team is risky. Closing your door to the feedback can create more stress than the change itself.

I have experienced this mistake first hand. It didn’t take long for me to recognize the need for a good communication plan; to both staff and stakeholders. I needed real engagement.

J. Smythe wrote: “Real engagement means asking people to think the business issue through for themselves. Employee engagement is not an end in itself; it is a platform from which to engage everyone in change so that people move beyond ‘feeling a part of it’ to having ‘a meaningful role in it’.”

Here are three common biases you may face when communicating change:

  1. Confirmation bias.
    – Explanation: This is where people only pay attention to information that confirms their beliefs and ignore the rest.
    – Engagement strategy: communicate reasons for the change and show objective evidence to back this up. Engage in discussions while communicating a compelling vision.
  2. Status quo bias.
    – Explanation: This is the most common bias. People prefer to keep things the way they are and avoid change.
    – Engagement strategy: communicate things that will remain the same clearly, as well as the things that will be changed. Outline the practical steps towards that change.
  3. Bandwagon effect.
    – Explanation: The more people come to believe something, the more likely others will ‘jump on the bandwagon’.
    – Engagement strategy: Tell the back story and clearly communicate success. If the change has been piloted, outline the success of the pilot. Tell the story of how things evolved because of the pilot. Engage those involved in the pilot to tell success stories.

“The fact is, nobody likes change.”

One of the most interesting facts about cellophane is that the original intent was a stain resistant table cloth. The inventor changed direction in product development because of feedback.

Know your team; Understand their biases. Keep them in step with change.

Listen to Your Parents!

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Listen to Your Parents! – By Arnie Wohlgemut

Choosing a career is never an easy thing.  Being told that you can do anything isn’t always the best or even useful advice.

We are repeatedly told by countless self-help and leadership books to follow our dreams!  What if that advice isn’t always right?  What if that leads us to rise to our own level of incompetence?  What if our dreams are unrealistic? What if we pursued a career or business in what we are good at that could fulfill a more realistic dream?

When I was younger I wanted to be a fire fighter, but having asthma quickly ruled that out.  Fortunately, I had parents who encouraged us, (my siblings and I), to identify what we are good at and start a career with that skill or ability.

My natural interest as a young teen was in electricity so, I decided to heed my parent’s advice and start there.  With the support of my electrical shop teacher Mr. Smith, I found one of my very first part-time jobs, working for an electrical contractor.  In my late teens, this lead me to College where I quickly realized that my interest in all things electrical, allowed me to explain electrical theory in simple terms, to my confused classmates.  Teaching others came easy to me and I enjoyed it.

In my early 20’s I realized that my understanding of theory and my analytical mind, was best suited for troubleshooting electrical problems.  Soon there after, I had a manager who recognized my interpersonal skills and gave me the opportunity to train new apprentices.

I quickly came to the conclusion by the success of myself and others, that I enjoyed mentoring and training.  It was fulfilling watching others succeed and benefit from the many different skills that I developed and learned.  The rest as they say, is History!

“Being told that you can do anything isn’t always the best or even useful advice.”

My career and my business success all started with the wisdom of my parents.  Every opportunity I pursued in my life was because I learned to recognized what I was good at; what energized me; what drains me.  I identified my abilities; I didn’t wait for someone else’s assumption of my ability to define my next move.

I encourage you to look at your strengths, your proven abilities and build a career or a business on those.  Eventually you will achieve, “Your Dream”.

Whac-A-Mole

Whac-A Mole – by Arnie Wohlgemut

I admit it. I grew up having a baby boomer mentality.  And for the most part, that worked for me.

My parents set an awesome example.  My brother, sister and I all are real-life proof of their coaching.  I enjoyed opportunities for growth and challenges along with career advancement.

But then there were some bumps on the road, detours and closures. The most painful was working in a difficult environment. Suddenly the ‘work hard, excel and move forward’ attitude of my baby boomer mentality crashed.  I struggled to work in a “fit in”, ‘don’t rock the boat’ and ‘stay in your lane’ environment.

It was the wrong place for me. I believe that working to your best, improving things that are inhibiting growth is still the best strategy.

I agree with a 2018 LinkedIn post from Arlene Dickinson of the show Dragons’ Den:

“The only rule you MUST break in life is the unwritten one that says you should act and behave like everyone else.  That’s such BS. Be the very best YOU.  Stand out from the crowd, don’t blend into it.  The more you embrace your unique differences the more successful your life will be for you.”

Wow, there it is – the key: Be the very best YOU.

Throughout my career I witnessed the carnage of broken spirits at work.  Co-workers who grew weary of the constant verbal beating from politicians; intimidation and ruling with fear from senior executives.

All had given in or gave up being the best they were, tired of being hit directly on the head forcing them back into what ever hole they were given.  I described it like the “Whac-A-Mole” game at the fair or arcade.

A typical Whac-A-Mole machine is a large, waist-level cabinet with five holes in its top.  A plastic mole hides inside that hole.  To start the game, you’re equipped with a large soft mallet. The goal – whack the mole.  When the game starts, moles pop up from their holes at random.  You win points by whacking them back down into the hole – it’s a fast-paced, crazy game.

I must thank my dad for his example. He never changed.  He was who he was and when the BS got too much, he would step up and say so!

Today, as I write this, I take it as a reminder to be the very best ME.  To build on my strengths.  Stay focused on my path.  To stop comparing my progress and success to those I know, those who appear to be more successful.

Be you, embrace your uniqueness. You will be much happier.

My Sister and I . . .

Modelling and Styling – by Arnie Wohlgemut

Both in leadership positions, my sister and I often exchange stories, insights and ideas about management challenges and opportunities.

She had a CEO who was a yeller. If things didn’t go his way he would rip into someone and the whole office could hear it. It was the way he worked. He never thought of the influence he had on the rest of the team. He modelled a leadership style and his team picked it up.

It wasn’t long before the CFO started to yell, even though it was not his natural leadership style.

I ask myself, why do people in leadership positions still behave this way? We have mountains of research and a plethora of books to help us be better managers and supervisors.

Studies clearly show this is not an effective way to influence and motivate people. My experience confirms those studies. I also know people whose attitudes are contagious. Their attitude will become yours if you spend too much time with them!

Leaders who lapse into using loud voices and generalizations typically have these three behaviours:

  1. Taking the path of least resistance: Being rude is easy and often leads to staff turnover. Leaders believe, that the cost of turnover is just the cost of doing business. All turnovers carry the cost of lost corporate knowledge. High turnover also sacrifices collaboration and teamwork. In my personal experience, high turnover is simply a killer. To unhealthy leaders, being rude is effortless.
  2. Minimizing the value, skill and experience that others bring to the company or team: Some leaders believe that they have done it all when in fact, if you added up all the things they say they have done, they should be 100 years old.
  3. De-valuing the contribution and worth of loyal team members: Often this type of leader says, “If you want something done right, just do it yourself.” This is a sign of a weakness in character and insecurity.

How do we nudge leaders with potential, out of their negative behaviour?

The good news is, there are answers and, there are leaders who model a better way. The bad news is, you cannot change another person’s behaviour, only they can.

  1. As Ellen DeGeneres says at the end of every show, “Be kind to one another.” Model kindness. It shows great self-discipline and strong self-esteem. Being kind is not always easy when dealing with a rude person, but it is contagious!
  2. Delegate and get out of the way! A sign of a strong leader is allowing others to do their job which will deliver surprising results. Leaders who delegate have done a lot of work to achieve self-understanding and wisdom.
  3. Invest in your team. Not just in teaching, coaching and mentoring, but in their work life. We all spend a high percentage of time at work. We can make it enjoyable. Remember, they represent the company and they represent you.

Choose to to be kind over right. It’s modelling a leadership style worth pursuing. Kindness is contagious too!