Optimism & Leadership Style

May 16, 2022

If we open up a conversation about how we see the day, as leaders, it always starts with outlook. Our aspiration about our own daily walk through the efforts of our team and organization.

When working with new leaders, I have always been intrigued when they ask, “But what about when you are not feeling it?” It being the tasks in the job, leading others, communication, coaching, etc. In essence, asking if it is okay to have a bad day, or just feeling overwhelmed.

“Optimism is not ignoring facts. It is moving into uncertainty trusting who you are, with the facts, and an unyielding faith about what the future holds.” Kurt Reinhart

There will always be some level of tension in our leadership journey. Each day is a different balancing act of what we know and what we believe. Tip too much on one side, you can easily get a little ‘schrecked’. Too much to the other… Well, happy on its own doesn’t get things done. Management styles of positivity, enthusiasm, or gratitude, or being of good cheer don’t ignore the circumstances. The goal is not making them bigger than our possibilities and opportunities.

 Optimism and Leadership Style

How is Optimism defined? It is defined as hopefulness and confidence about the future or the successful outcome of something. In psychology, it’s defined as a mental attitude characterized by hope and confidence in success and a positive future. Optimists are those who expect good things to happen. A pessimist is the opposite, predicting a less favorable outlook and outcome.

As I firmly believe, leadership is not just what you do; it is who you are. It is also how you are seen in all circumstances. You get to demonstrate what good looks like and which posture to take. You may not control the circumstances, but you do control how you respond to them.

Think of people and of leaders you have had in your journey. The ones that always stayed positive. Professionally and personally. What was it about them? How would you evaluate their optimism? What about you?

Start Thinking about Optimism in Your Leadership Style Today

Get a sheet of paper and a pen. Draft your answers to some or all of following questions:

•  Firstly, how do you define being optimistic, hopeful, enthusiastic, and grateful?
• Secondly, how do you balance knowledge of facts with belief and faith in self?
• Thirdly, consider a current circumstance impacting your leadership, how would you evaluate your outlook? What is contributing to that point of view?
• Moreover, have you seen optimism shine through in other people’s management styles?
• Additionally, how do you typically demonstrate optimism within yourself and with your team? Where does it fit into your daily routine?
• When you are in the midst of “rainy days”, what keeps you positive?
• Imagine you have a team or individual team member struggling, how do you proceed?
• Finally, what are you truly grateful for?

As you consider your answers, are there any things, any characteristics that begin to take shape? Any commonalities? Take this moment, right now as you read this… what word is top of mind?

How Optimism Enhances Management Styles

Optimism, and whatever feeds it within us, is a lighthouse in leadership. It guides us and those around us. No one really enjoys following a leader who views all things in a negative light. Nobody wants to work for a manager who thinks the worst in people, things and situations. No one dreams of having a boss who doesn’t believe in their team’s ability to overcome failures or hardships. People want to be led by those who see the world with hope and excitement. They want to be mentored by people who inspire possibility and positivity. We are naturally drawn to leaders who see the world through the prism of optimism.

We can easily see the optimistic leaders. They are evident in how they view, in how they live, what they have and what they want. For one thing, they have a “Joy in life” mindset. Doesn’t mean they don’t have bad days. It means they decide to live joyfully, even in hardship. They don’t dwell on the challenges, but rather anticipate the exciting opportunities to come.

For another, they appreciate what they have. Life has an expiration date, and each day is an opportunity to do and be better. These leaders consistently give thanks…for their team members and their work. They let them know they are grateful for their efforts and value their commitment. And lastly, they always want the same thing, to be successful. Success is always within reach. They know they can win. It’s better to be disappointed in losing than expecting you’ll fail. Optimistic leaders are always seen as hopeful, and that is seen by the team and throughout the organization.

Winston Churchill said, “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.”

Your choice.

How to Add Optimism into Your Leadership Style

• Define and communicate organizational optimism
• Assess how you demonstrate optimism in your personal and professional spheres of influence
• Share a goal, objective or vision for the future. Pay very close attention to optimism within your strategy
• Review a previous setback or failure, consider the best practices in how to best bounce back quickly
• Evaluate your capacity to inspire motivation in others; review your word choice, tone, and mechanics
• Create a gratitude list; maybe each day before you step into what comes next

Vulnerability & Transparency

May 16, 2022

I remember my diagnosis. I remember the choice. In retrospect, it was a crossroads moment. It was on a Tuesday afternoon. May 21, 2013. “You have cancer.” A response was required.

“A leader, first and foremost, is human. Only when we have the strength to show our vulnerability can we truly lead.” Simon Sinek

I couldn’t just wish it away. My mindset had to change from “I hope I don’t have this” to “OK, I have this.” My prayers had to change from “Lord, I don’t want this.” to “Lord, give me the strength to move through this.” I had to change the posture of my heart from fear and doubt to surrender.

I was punched in the neck, figuratively and literally (neck cancer), and I had to surrender. Not the type of surrender that means giving up and giving away one’s rights and freedom to another. No. The type of surrender to something bigger than ourselves, which actually frees us up to live broader, wider, deeper, and – though not obvious in the moment – with purpose.

I was being disrupted. My leadership was being interrupted. This moment changed me forever. And I am grateful.

Our leadership will have all kinds of disruption. Each moment in its own way represents interruption. Leadership is uncertain. It’s challenging. It’s hard. Nothing about leadership is easy. The choice, though, is simple.

Lash out, or live. Lay down defeated or stand up. To take a lesson from our previous article, give up, or persevere and keep moving forward.

But that’s not to say a leader needs a stone-cold heart. On the contrary, one thing I have learnt from my experience with cancer is that we can reach a whole new level of understanding through vulnerability.

Recognizing the Value of Transparency in Vulnerability

Vulnerability comes from the Latin word for “wound,” and is defined as openness to attack or hurt, either physically or in other ways. It also represents a willingness to accept the circumstances. And it is an acceptance of the situation as being exactly what it is supposed to be. This helps maintain a state of focus, and most of all, a belief that “I am worthy”.

Leaders may see being vulnerable as weakness, or as an exposure to weakness. I contend it demonstrates our humanity and capacity for others to see us honestly and truthfully. When those around us can really see us in these moments, it can bolster respect, connection, and trust.

This extends also to organizational transparency. Creating a transparent culture within your organization promotes those same qualities across all levels of your team. In doing so, leaders invite those around them to reach a mutual understanding, creating a unified force against the problems you face.

We need to explore our belief in who we are, who we are becoming, and the feelings we associate with vulnerability.

Building Organizational Transparency through Vulnerability

Get a sheet of paper and a pen. Draft your answers to some or all of following questions:

• How do you define being vulnerable, transparent, as well as willing, honest and open?
• How do you process disruption, tension and stress?
• Consider a past success or failure. How would you evaluate your humility in that situation?
• Do you actively foster a transparent culture of vulnerability in your business?
• How are you demonstrating courage within yourself and with your team?
• When you are uncertain or uncomfortable, how are you at communicating your reality?
• What is your posture in problem solving and thinking creatively?
• What is your leadership story? And what parts are you willing to fully share?

I would love to sit down with each of you and unpack your answers. To hear how your head, heart, and soul factor into your reflection.

Vulnerability, Acceptance, and Strong Leadership

Brené Brown is a research professor at the University of Houston. She is perhaps most widely known for her TED talk, “The Power of Vulnerability.” Without reservation, I can say it was a life changer for me. To an extent, her 2010 speech shared a perspective about vulnerability in my 2013 diagnosis and in a personal crossroads moment that followed a year later it transformed me. Personally. Professionally. Completely.

Brené Brown teaches all of us the power of acceptance. That our leadership has to include an authentic point of view. All of us have a story. Full of joy and failure. Complete with scars that show what has happened to us and has not defeated us or defined us in our leadership journey.

Embrace your vulnerability. Don’t be ashamed of your story. Leadership is not just what you do, it’s who you are and who you are becoming. It will always have you processing a sense of self-value, self-discovery, and acceptance. That surrender doesn’t make us weak. It makes us stronger and gives us the grace needed to influence others.

How to Build a Transparent Culture of Vulnerability

• Define organizational vulnerability, transparency, and acceptance
• When you are struggling, overwhelmed, or wrong, consider how you say so
• Get comfortable with being uncomfortable, then discuss “what, why, and how” with your team
• Roleplay and collaboratively brainstorm a variety of situations that challenge vulnerability
• Share the Brené Brown quote, “The courage to be vulnerable is not about winning or losing, it’s about the courage to show up when you can’t predict or control the outcome.” Share it with your team or organization and then discuss what this means.

In embracing vulnerability, we find the strength to lead authentically, fostering trust and connection. As Brené Brown teaches, it’s through acceptance and openness that we build resilient leadership, shaping not only what we do, but who we are becoming. Interested in learning more about the Russell Cellular? Visit our blog or check out our locations.

Organizational Flexibility

May 16, 2022

“The mission doesn’t change. The circumstances change how we approach it.” Kurt Reinhart

In 2009, I was nine years into management consulting, and two years into my own consulting business. I was designing, developing, and delivering retail management development and leadership programs. As I was in the midst of delivering a large-scale training program, something became a big topic. At almost every workshop, as we explored best practices, newly promoted managers kept asking, “What if this happens?” They were challenging what to do when they faced a host of possible situations. These were situations that popped out of classic managerial and leadership circumstances. To name just a few: getting buy-in, team conflict, perfectionism, coaching poor and rock star performance, tardiness, and my personal favorite, personal hygiene.

These conversations stimulated me to write a book about organizational flexibility. Specifically, improvisational management. It focused on the need to be adaptable, and, most importantly, that context dictates action. The managers and leaders wanted a “one size fits all” formula that would help them navigate these unexpected or uncomfortable situations. But in their search for prescriptive answers, their deficiency became clear: the inability of new management to plan for change.

Creating a Culture of Organizational Flexibility

In What If; A Guide to Improvisational Management, I discussed there is no absolute “A + B =C” formula. There is a formula of sorts. “A + Variable(s) = Customized Approach”. “A” represents the thing that must be done. It is the task, system, objective, mission or core value. “Variable(s)” represents what makes up the situation. It can be seen in the context, history, environment and even the degree of belief and buy-in with everyone involved. “Customized Approach” represents our response and action. And the most important element in living out this formula of sorts is creating a culture of organizational flexibility.

If you want to evaluate the necessity and power of organizational flexibility, look no further than COVID. This pandemic, and the ripples it created, represents the ultimate case study. Within this experience, we realized the leadership book we relied on did not contain this chapter. And if it did, I do not believe it could have shared the sheer scope of how it challenged leadership teams.

COVID challenged everything in our leadership arsenal. Skillset. Mindset. Belief. It provided ample opportunities to bring into question our ability to see this unprecedented moment as an opportunity. To remain adaptable in uncertainty and constant change. To innovate our what and how. COVID had us questioning our organizational flexibility. What did we learn?

Start Thinking about Organizational Flexibility Today

Get a sheet of paper and a pen. Draft your answers to some or all of following questions:

•  How do you define organizational flexibility, adaptability, agility, and improvisation?
• How do you typically respond/adjust to change, uncertainty, discomfort, criticism, and inefficiency?
• How open are you to alternate approaches, suggestions, and necessary changes in your own behavior?
• Where and in what situations do you typically engage your organizational flexibility?
• When you craft a change management plan, does it offer the right level of flexibility?
• What are your strengths when flexibility, versatility, and innovation are required?
• Describe a challenge you have dealt with, and how you overcame it
• How do you handle having multiple priorities at the same time?
• Consider your team. How do you work with people with differing personalities, views, and work styles?
• If you could change something in the course of your life, what would it be?

Each of these questions provides a glimpse into our culture of organizational flexibility. In challenging situations with a diversity of people, managing and leading in all efforts to achieve a seemingly unachievable goal.

Imagine something ahead. An objective or mission you believe will create good or produce impact. Your circumstances change, or things get turned upside down. How do you approach the path ahead?

The Value of Organizational Flexibility in Management Culture

Commander’s Intent is a military doctrine in executing a mission. Simply put, it promotes leaders and subordinates to exercise judgment and initiative – to depart from the original plan when the unforeseen occurs – in a way that is consistent with the desired outcome. In other words, the mission does not change, however the means to achieve it can and will.

Leadership will always involve tension. Tension between what we believe, what we know, and what we do. Flexibility represents an elasticity in that tension. It is a pivot posture in how we move forward.

I close with this. The uncertainty and unexpected happen. They are constant variables. Our teams need us to know our mission, and be willing, honest and open in our drive to get it done. We do not control the winds of change – we do control how we adjust our sails. Cheers.

Using Organizational Flexibility to Create a Change Management Plan

• Define organizational flexibility, adaptability and improvisation
• Prior to any implementation, ensure a clear goal and discuss potential tripping points
• When possible, run a pilot to test efficiencies and effectiveness of process and teams
• Encourage consistent and ongoing “pulse checks” during implementation process
• Identify and educate change management best practices
• Look for positive ways to make changes work rather than identifying why change will not work
• Encourage curiosity and collaboration

In the ever-evolving landscape of management, the essence of the mission remains constant, yet the approach must flex with the shifting circumstances, embodying adaptability and improvisation as essential pillars of effective leadership. Interested in learning more about the Russell Cellular? Visit our blog or check out our locations.

Intentional Influence

May 13, 2022

Purpose & Leadership Styles

May 4, 2022

Not too long ago, I experimented with a moustache and goatee. It wasn’t a conscious decision, just a whim for a new look. To my surprise, someone remarked that I resembled Colonel Sanders. I’m still processing that one. As you might know, Colonel Sanders, with his iconic fried chicken recipe, had 11 special and secret herbs and spices that elevated both his chicken and his brand into legend.

These mysterious spices, though cryptic and closely guarded, formed the foundation of his success. Each herb had its place, its significance, and together they harmonized to create his recipe for success.

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

Now, leadership isn’t quite like fried chicken. There’s no direct comparison except for one crucial aspect—they’re both end products, results of following a recipe.

In this series, we’ll delve into each “herb” of leadership, examining how distinct aspects of leadership contribute to a collective, desired outcome. We’ll explore each characteristic’s unique “flavor” profile and, more importantly, how we can identify and embody these traits in our own leadership styles. It’s not just about understanding what they are but also about integrating them into our daily practices.

The Cornerstone of Leadership—Purpose.

Finding purpose is akin to finding the key ingredient in a recipe. It’s the foundation upon which everything else is built. Purpose imbues everything we do with meaning. It guides our choices, our successes, our failures, and ultimately, how we live our lives. It’s the filter through which every thought, word, and action passes.

But how do we discover our purpose? It’s not always a straightforward journey. It requires introspection, reflection, and sometimes, a bit of trial and error. Here are some questions to kickstart your exploration:

• What are your core values?
• What does your ideal day look like?
• What activities ignite your passion?
• What comes naturally to you?
• What do others praise you for?
• What’s on your bucket list?
• How do you measure success in your life?

These questions can be applied individually or expanded to team or organizational levels to shape culture and direction.

As you contemplate these questions, remember to give yourself grace and space. Discovering purpose isn’t a race; it’s a journey that unfolds over time. Embrace the uncertainty and unexpectedness of the process.

You may find that your purpose has been there all along, waiting to be acknowledged. Or perhaps, you’re just beginning to uncover it. Either way, let purpose be the guiding force in your personal and professional journey, enhancing every aspect of your life like salt on the kitchen table.

Activities to help you get closer to finding your purpose:

• Write out your personal philosophy.
• List the top five things you want to accomplish.
• Craft a legacy letter to your future self.
• Identify your core values and aspirations, aligning them to create a roadmap for your journey.

Remember, purpose isn’t just a destination; it’s a continuous journey of self-discovery and growth. Embrace it, and let it enrich every aspect of your life and leadership journey.  Interested in learning more about the latest technology? Visit our blog or check out our locations.

Leadership, Mastery, Development & The Growth Mindset

May 4, 2022

Upon assuming leadership roles, individuals are confronted with various inquiries: What tasks await? How can they be accomplished? What standards and expectations exist? To what extent will success be gauged? These questions represent just a fraction of the considerations faced upon embracing leadership responsibilities.

“Mastery is not a function of genius or talent. It is a function of time and intense focus applied to a particular field of knowledge.” – Robert Greene

Most organizations, albeit with some variability, offer growth and development pathways to equip new leaders with requisite skills, abilities, and knowledge. These pathways may encompass job responsibility checklists or lists of duties and responsibilities. However, a tension often arises: will this knowledge enhance managerial skills or leadership acumen? Which aspect will receive greater emphasis? (Further exploration on this topic will be undertaken in a subsequent post.)

Whether it’s a personal development pathway, a team-oriented initiative, or an organizational endeavor, success planning necessitates skill development.

Mastery in Leadership

Mastery, broadly defined, entails possessing an extensive understanding and profound knowledge of a subject. It denotes a high degree of proficiency, surpassing mere job proficiency to encompass a confidence in executing tasks adeptly.

Moreover, mastery transcends mere skill acquisition or job performance; it originates from a deeper wellspring. It emanates from an internal impetus, a relentless drive to excel and improve.

Initiating Your Professional Development Mastery Plan

Grab a sheet of paper and a pen. Contemplate and jot down responses to the following inquiries:

• Firstly, what constitutes the essential elements for accomplishing specific tasks?
• Secondly, how will hard skills be acquired and honed?
• Thirdly, what are the soft skills required, and how will they be cultivated?
• Fourthly, where do I seek knowledge, understanding, and learning?
• Fifthly, what hurdles impede my growth and development?
• Additionally, in the absence of adequate resources, what alternative avenues can be pursued?
• Moreover, how much time, energy, and effort am I dedicating to ongoing growth and development?
• And finally, how will success or failure be gauged?

Pause and reflect, be it individually, with your team, or as part of organizational strategy. Consider how these responses contribute to fostering mastery from your vantage point. These answers offer insights into avenues for achieving excellence. Reflect on how they intertwine.

Merely posing questions achieves naught; action is imperative to propel oneself toward mastery. Whether as an individual, team, or organization, deliberate on how to stimulate and harness mastery effectively.

Furthermore, emphasis shifts from the mechanisms fostering skill acquisition to leveraging acquired knowledge, understanding, growth, and development toward mastery.

Now, I issue a challenge to you, dear reader. A single word encapsulates the essence of embodying mastery:

Resourcefulness of Leadership

Resourcefulness entails adeptly utilizing skills, abilities, and knowledge at hand. It involves devising creative solutions when faced with obstacles or challenges. Resourceful individuals exhibit ingenuity, patience, purpose, and passion in navigating difficulties, leveraging their expertise to seize new opportunities.

In his book Coach Wooden’s Pyramid of Success, legendary basketball coach John Wooden describes resourcefulness as follows:

“Resourcefulness is using our wits, proper judgment, and common sense to solve problems and meet challenges. It is using initiative in difficult situations and involves inventing, creating, imagining, synthesizing, evaluating, classifying, observing, and analyzing solutions to overcome the trials that life throws at us. Resourcefulness is dreaming up ways to meet our goals.”

Resourceful leaders, I recently read, are adept at realizing their objectives. They excel in creative thinking, decision-making, and identifying alternative avenues for achieving tasks deemed insurmountable.

Determination sustains them through adversity, ultimately leading to triumph. Resourcefulness stems from a profound sense of mastering one’s domain and its execution.

Unveiling the Benefits of Mastery

For me, mastery yields a myriad of benefits, fostering self-discovery, personal development, self-improvement, and self-worth. It prompts reflection on existing skills, identifying areas ripe for enhancement or refinement. By embracing the “what, why, how, and to what extent” of mastery, individuals fortify their resolve and resilience, embarking on a growth mindset journey, one step at a time.

Fostering Mastery Development

1. Embrace Immersive Learning: Immerse yourself and your team in problem-solving scenarios.
2. Engage in Role-play Activities: Utilize ongoing role-play to navigate real-life situations.
3. Encourage Creative Thinking: Foster a culture of challenging the status quo through creative ideation.
4. Implement Assessments: Administer personal and 360-degree assessments to evaluate skill sets and pinpoint areas for growth.
5. Revise Delegation Strategies: Reevaluate delegation practices to nurture talent within your organization.

In conclusion, mastery isn’t an elusive trait reserved for the few; rather, it’s a journey open to all who dare to embark upon it. Through deliberate effort, resourcefulness, and a commitment to continuous improvement, individuals can ascend the path toward mastery, enriching both their professional and personal lives. Interested in learning more about the latest technology? Visit our blog or check out our locations.