Develop the Right Mindset as a Leader

A recent article in Forbes reiterated an MIT study that shows only 12% of employees strongly agree that their leaders have the right mindsets to lead them into the future. The article asked, “What kind of leaders do people want? They want leaders who can navigate the speed and complexity of the digital workplace. They want leaders who explain the why of the work, who connect with empathy, who communicate with authenticity, and who collaborate with openness.”

Dunkin’s point in the Forbes article is that we must do better in how we lead in business. I couldn’t agree more. That is the point behind my book, Lift: Five Practices Great Managers Do Consistently. Engendering trust, establishing a positive environment, giving employees the tools and the empowerment they need to thrive are not optional actions. They are essential actions.

As business resets in the uncertainties around a Covid-19 environment positive leadership becomes even more important. Great practices are not just good for business they are essential for good mental health.

A right mindset builds high-performance teams by consistently building ownership, working facts, knowing their people and themselves, managing activities, and building a climate of hope. The right mindset is one that loves people. Dr. Mick Bates, Associate Professor of Marketing, Taylor University, Upland, Indiana affirms this, “In his book, Lift, Dr. Wheeler expertly and succinctly gives managers in nearly any type of organization tools to love people towards personal and organizational success. He distills decades of organizational behavior and development research, case studies, and his personal experiences into a simple 5-point model for loving people to success.”

Now is the time to develop the right mindset and the actions that mindset engenders.

Purchase Dr. Wheeler’s book Lift in a Kindle e-format or print format at:

• https://www.amazon.com/dp/B08BKWD55D/ (kindle)
• https://www.amazon.com/dp/B08HSB4MJW/ (paperback)

 

An Attorney Called

The pattern of client requests this year paints a compelling picture of the reason why coaching is so powerful.

The last two years have started in the same way – a call from an attorney.

“Is this Dr. Ray Wheeler?” the voice on the other end of the phone began the conversation.

“Yes, I am Ray, how may I assist you?” I asked.

“I am Sam Smith (pseudonym) attorney at law and one of my clients has a challenge I would like your help with. My client is a privately owned business run by three brothers. They have been in business for 30 years but have recently been unable to agree on anything. They need someone to facilitate their board meetings and help them work through their conflict. Do you do this?”

And so the year began. As I have reflected on the year, I realized that the diversity of client requests I have had this year paints a compelling picture of the reason coaching is so powerful. The following is a list of client engagements in descending order of intensity as determined by the size of the engagement.

Executive team building – engaging the strengths and perspectives of executive teams when key members have changed or when the team has hit a stalemate in disagreement (this is more often rooted in interpersonal tension than in strategic direction). In one case the executive team was caught in a pattern of behavior that grew out of working around the dysfunctions of their former CEO. They realized that their behavior toward the new CEO was stuck in the same patterns and that as a team they were not making decisions or moving forward.

Organizational health – refocusing the organization’s vision and communication. When the owner of one company called, the urgency of his voice nearly pushed me against the wall. “I need help,” he began, “I recently bought a new agency and developed a new partnership – I have three different cultures and ways of looking at the market that will undermine everything we meant to accomplish by the mergers. Can you help with this?” We talked about the steps we could take together in coaching to work with his employees and key influencers to shape an organizational culture that supported the strategic direction of the new agency.

Executive coaching – with a focus on developing people skills, purpose, and communication skills. These CEOs felt the need to develop themselves to face new challenges in their organizations. They took the initiative to find a coach.

Board facilitation – like executive team building this board was caught in interpersonal conflicts that played the same disagreements over and over with varying levels of intensity and undermining. This engagement facilitated their meetings and engaged each member in executive coaching.

Coaching for change – with a focus on perspective in the face of rapidly changing market dynamics. These owners/executives simply needed a voice to help them go the balcony and identify the opportunity in the chaos of change.  These leaders understand that without someone to help them think through their situation they would either remain stuck in the rut of their past thinking/analysis or caught in the bog of panic. It isn’t that they lacked analytics or business acumen. Rather, they simply needed a nudge, the right questions, to analyze their situation and the data from a different perspective.

Remedial coaching – this client had managers who were stuck in their development and needed to see themselves and the impact of their behavior from a different perspective.  The reality is that in many organizations mid-level managers and supervisors are promoted into wider responsibility without the benefit of coaching to help them redefine their people skills or the self-understanding to know the impact of their behaviors. Coaching raises their self-awareness and helps them define their strengths in constructive ways.

What impresses me most about the diversity of these requests is that more companies have made a commitment to (a) develop their team members and (b) face and work through conflict because they understand both the cost of conflict and the high cost of losing/replacing talent.  It is an interesting year. How does your organization manage the need for coaching?