Leading Edge – Volume 28 – Healthy Workplace Conclusion

Focus on Healthy Workplaces-Conclusion

 
  • Healthy workplaces are high performing workplaces that generate better results and have significantly higher levels of team member engagement and customer service.
  • Creating a healthy workplace requires a strategic and long-term approach. It is not a hodgepodge of skills or one-time seminars.
  • The commitment to create a healthy workplace must be shared by all leaders and consistent across all leadership levels.

Leading Edge – Volume 27 – Transparency

Focus on Healthy Workplaces-Transparency

 
  • Transparency has the ability to transform employees into operating partners for an organization with much higher levels of ownership and vesting.
  • Trust and transparency are closely related. Transparent organizations and leaders are more trusted by team members.
  • Trust your team members with the truth and as much as you can tell them about financial results, customers, meetings and other team members. The more you trust them, the more they will trust you.
  • Leadership transparency must be balanced with the need to be upbeat and optimistic. Transparency does not grant license to be a fear-based leader or to be an ass.

Leading Edge – Volume 26 – Service Culture

Focus on Healthy Workplaces-Service Culture

 
  • The same skills that go into people-centered leadership (listening, empathy, respect) also are applied when building a service culture.
  • Service culture has very little to do with how an external customer is treated but rather in how internal (team member) customers are treated.
  • Team member requests should have the same urgency, respect and courtesy as those coming from an external customer.
  • Maintaining a service culture requires leaders that value people and team members.

Leading Edge – Volume 24 – People Centered Leadership

Focus on Healthy Workplaces-People Centered Leadership

 
  • One of the most common predicting elements of a healthy (and successful) workplace is the presence of people centered leaders at all organizational levels. From the C-suited to the first line of supervision.
  • People are never be viewed or treated as a commodity at healthy workplaces.
  • People centered leaders are great listeners and prioritize listening to their team members.
  • People centered leaders provide genuine empathy to team members.
  • People centered leaders build solid and lasting relationships with team members.

Leading Edge – Volume 25 – Input and Voice

Focus on Healthy Workplaces-Input and Voice

 
  • The input and voice from team members have great impact in engagement, problem solving and innovation.
  • Effective leaders in healthy workplaces seek input prior to important decisions and when challenges present themselves.
  • Natural spots for input include strategic planning, budgeting and the identification of process improvement opportunities.
  • Soliciting voice includes looking for feedback and creating an environment where disagreement is encouraged.

Leading Edge – Volume 23 – Ethical Congruence

Focus on Healthy Workplaces-Ethical Congruence

 
  • Ethical consistency or ethical congruence is not about ethics and certainly not about morality. It is about the consistent and fair application of policies to all team members.
  • When team members believe their are dual standards, unfairness, lack of consistent enforcement or favoritism, morale will be substantially harmed.
  • Avoid making policy exceptions because of who someone is or because they happen to be a favored team member.
  • Senior leaders especially must be consistent and great role models for this behavior.
  • Take special care to ensure you are not creating any appearance of impropriety or favoritism.

Leading Edge – Volume 22 – Growth and Development

Focus on Healthy Workplaces-Growth and Development

 
  • The investment in team member growth and development is a significant indicator in workplace health and success.
  • Training should be provided that expands knowledge, is driven by team member needs and desires and is not just about improving job skills.
  • Internal opportunities for both movement (lateral) and advancement (promotion) should be provided to all team members.
  • Empowerment of team members is a key ingredient to successful growth and development. True empowerment and not traditional delegation.
  • Work to assist team members in finding self-actualization.

Leading Edge – Volume 21 – Team Member Self-Esteem Needs

Focus on Healthy Workplaces-Team Member Self-Esteem Needs

 
  • Meeting the self-esteem and ego needs of team members creates a healthy and high performing workplace as well as develops increased performance and engagement.
  • Making praise, appreciation and recognition a part of the organization’s culture creates sustained health and performance.
  • Leaders must be committed to consistency in providing appreciation and positive feedback.
  • Leaders must overcome their own stigmas related to appreciation and praise and not judge the needs of others based on their own needs.

Leading Edge – Volume 20 – Team Member Social Needs

Focus on Healthy Workplaces-Team Member Social Needs

 
  • Healthy and effective organizations are concerned with and work hard at meeting the social needs of their team members.
  • Shared celebrations are an important step in meeting social needs. Birthdays, work anniversaries and other important milestones should be celebrated.
  • Don’t gauge the social needs of your team based on your own.
  • Create opportunities to adopt a cause or charity.
  • The relationship that team members crave most is with their immediate leader. Satisfy that need by building deep relational connections with them.

Why a Heart for Leadership Matters

Unlocking a Heart for Leadership

This is a multi-part series of excerpts from Unlocking a Heart for Leadership, a soon to be released book by Tim Schneider.  This book and series examines the powerful methods to add heart based (affective/feeling) approaches to your leadership and life.  An unlocked heart is the third facet of full leadership and personal realization.  

“A good head and a good heart are always a formidable combination”  Nelson Mandela

The Trinity of Leadership Success

One of the first questions that is often asked is why. Why does heart matter? What difference does my heart make if I am using the right skills and competencies and achieving a certain level of success?

And those are very fair questions.

The heart of a leader completes the trinity of leadership success, potential and full actualization of ability. Consider three circles, the first circle contains your competencies and skills. The most important of those competencies include communication, team member engagement, coaching, self-mastery and empowerment. Also among them are decision making, innovation and change, strategic planning, relationships and external management and courage and risk. Within each competency, there are critical skills to master as well. These competencies and supporting skills, when mastered and used consistently will lead you to a tremendous level of success just on their own.

Developing the use of competencies and skills is a cognitive or thinking processed piece of learning. It is developed through the engagement of intellectual capacity and stored in process, mind memory. The learning occurs from reading, seeing, doing and reinforced by the successes associated with the application of those skills. Your mind and memory drives the use of competencies and skills when not combined with other elements of success.

The second circle is the environment in which you operate. No successful person or leader can truly actualize their abilities and talents without a supporting and supportive environment. Within this circle are the organizational and environmental competencies of providing opportunity, valuing people, providing of needs, creating opportunity for growth and providing feedback to people. This type of environment will allow leaders to fully utilized, in a supporting climate, their abilities and talents. Together, with competencies, this creates a powerful combination for potential success.

But wait. That’s not all.

The third circle becomes the final driving piece of personal and leadership success. It is within that circle that the power of your emotions, heart and beliefs can be managed and unleashed. The heart, soul and emotional composition of a leader will drive beliefs which, in-turn, drive actions and behaviors. This can be viewed in a variety of ways including another circular view of your emotions and heart are at the core of who you are, your beliefs are driven by that emotional composition and your emotions then create the reality of behaviors and application of skills in all situations.

In the simplest of analogies, you are upset, your attitude reflects that. Your outward behaviors will then become a projection of that attitude and belief set. Conversely, if you are happy, your beliefs and attitude will be upbeat and positive. The outward behaviors driven by this will be much more positive in nature. You will smile, you will encourage, you will provide positive feedback, but only if your heart is in the right place.

Another superpower associated with leadership heart is the ability to drive sustained positive competencies and skills. Quite bluntly, anyone can memorize a skill or change a habit temporarily. We all do that. To sustain long-term desired behaviors, alignment with attitudes and belief and ultimately, emotional composition and heart must occur.

Consider for a moment that we could all quickly learn scales and a simple tune on a piano. All of that is cognitive learning and we will have this knocked down in 15 minutes. But to continue to play that music, expand the selection, execute with passion and achieve great musical results, your heart must be into it and belief in the outcome must be present. Without those, the song will sound mechanical and interest will wane quickly.

With alignment of heart, attitude and actions, any leader and any person becomes unstoppable.

Tim Schneider is the founder of Aegis Learning and has been working with teams and leaders for 25 years.   He generates results, impact and his sole focus is your success.

He is the author of The Ten Competencies of Outstanding Leadership and Beyond Engagement and a widely sought speaker, training facilitator and individual development coach.