Posts Tagged ‘results’

Why Great Leaders Are Amplifiers

February 6th, 2018

‘Amplifiers are the rare and extraordinary leaders who amplify the best in themselves and others. They amplify the messages that matter, amplify the positive mood in a culture and amplify the results achieved.’

– Matt Church

In a world that seems to feed off of negativity, drama and hype our ability to amplify the positive stories, opportunities and results around us has never been so important. Unfortunately for many, living and working in environments that predominately focus and feed on the failures and barriers that get in the way of success is all too familiar. The reality though is that there are many extraordinary events happening, results being produced and opportunities arising every day. We just need help in seeing and hearing about them – especially with the pace and diversity at which we have now become accustomed to operating in.

Great leaders know this. Not only do they recognize their occurrence but they proactively seek to highlight them and in doing so have a significant impact on those around them and their outcomes. Great leaders are like amplifiers who know how to effectively increase the volume and quality of sound whilst minimizing distortion and unwanted feedback.  They amplify the highest of qualities and eliminate the distractions and unwanted noise.

Leaders who can help others recognize this, be it for themselves, their teams or their customers and clients are invaluable. People feel more energized by their presence and more confident that success can be achieved with the right focus. They are driven to put their best foot forward and be a part of the ‘extraordinary’. Just as success creates success so to does the habit of belief that extraordinary results are possible.

To build high performance, we as leaders we need to ensure that our focus is on amplifying the individual strengths, extraordinary results and constructive behaviours that contribute to ongoing success. To do this we need to make sure we are attracting and employing the right people for our organisations and teams; that we are creating workplace cultures that recognise individual contributions and reward healthy positive behaviours (and importantly remove that are not); and that we give people the freedom to operate from a place of strength.

However as Jon Stewart so aptly notes ‘if we amplify everything, we hear nothing’. As such we need to learn to be discerning about what constitutes the ‘extraordinary and successful’. We also need to be brave enough to address the results and behaviours that detract us from achieving what we set out to do. Failing to do so results in a culture of ‘anything goes’ where the lines between success and status quo or healthy and unhealthy prevail.

As leaders I would encourage you to reflect on how you amplify the following 5 areas in order to build individual, team and organisational success:

  • Strengths: Tom Rath & Barrie Conchie, authors of Strength Based Leadership: Great Leaders, Teams and Why People Follow – conducted studies that revealed engagement increased eightfold when leaders focused on their employee’s strengths as well as their own increasing from 9% to 73%.
  • Behaviours: How we act and behave in our workplace is fundamental to success our individual and overall success. Invariably they are the ‘linchpin’ not only in our abilities to deliver but in the timeliness and quality the results produced.
  • Results: Recognising and applauding results – both incrementally and at the point of final delivery – is important in helping to define what ‘great’ looks like. Amplifying great results also helps drive engagement, energy and productivity.
  • Contributions: Often success is the ‘sum or parts’ where a number of individuals have played a role in supporting the overall delivery. Learning to acknowledge the contributions of others is fundamental to elevating healthy workplace performance.
  • Learning: Not everything we undertake is considered a success. How we embrace failure, recognise it and learn from it is fundamentally important to creating healthy environments that encourage us to step out of our comfort zone. It also supports our efforts to create new ways of working, innovate and problem solve.

As always I would love to hear your thoughts.

Margot

Why Great Leaders Are Amplifiers

July 19th, 2016

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“Amplifiers are the rare and extraordinary leaders who amplify the best in themselves and others. They amplify the messages that matter, amplify the positive mood in a culture and amplify the results achieved.” 
– Matt Church
In a world that seems to feed off of negativity, drama and hype our ability to amplify the ‘good news stories’ and positive opportunities around us has never been so important. Unfortunately for many, living and working in environments that predominately focus and feed on the failures, problems and barriers that get in the way of success is all too common. The reality though is that there are many extraordinary events happening, results being produced and acts of genuine kindness being delivered every day. We just need help in seeing and hearing about them – especially with the pace and diversity at which we have now become accustomed to operating at.

Great leaders know this. Not only do they recognize their occurrence but they proactively seek to highlight them and in doing so have a significant impact on those around them and their outcomes. Great leaders are like amplifiers who know how to effectively increase the volume and quality of sound whilst minimizing distortion and unwanted feedback.  They amplify the highest of qualities and eliminate the distractions and unwanted noise.

Leaders who can help others recognize this, be it for themselves, their teams or their customers and clients are invaluable. People feel more energized by their presence and more confident that success can be achieved with the right focus. They are driven to put their best foot forward and be a part of the ‘extraordinary’. Just as success creates success so to does the habit of belief that extraordinary results are possible.

Interestingly our minds seem to work a lot like amplifiers– whatever we choose to listen to and focus on, the more enlarged the sound and impact seems to become in our mind. This is why it is so important to ensure that we focus our energy on amplifying the right things. Dwelling on the wrong things can set our career (and life) on a very different path or trajectory to the one that is possible if we choose to focus on the right things.

To build high performance, we as leaders need to ensure that we are focused on amplifying the individual strengths, extraordinary results and constructive behaviours that contribute to ongoing success. To do this we need to ensure that we are attracting and employing the right people for our organisations and teams; that we are creating workplace cultures that recognise individual contributions and reward healthy positive behaviours (and importantly remove that are not); and that we give people the freedom to operate from a place of strength.

However as Jon Stewart so aptly notes ‘if we amplify everything, we hear nothing’. As such we need to learn to be discerning about what constitutes the ‘extraordinary and successful’. We also need to be brave enough to address the results and behaviours that detract us from achieving what we set out to do. Failing to do so results in a culture of ‘anything goes’ where the lines between success and status quo or healthy and unhealthy prevail.

As leaders I would encourage you to reflect on how you amplify the following 5 areas in order to build individual, team and organisational success:

  • Strengths: Tom Rath & Barrie Conchie, authors of Strength Based Leadership: Great Leaders, Teams and Why People Follow – conducted studies that revealed engagement increased eightfold when leaders focused on their employee’s strengths as well as their own increasing from 9% to 73%.
  • Behaviours: How we act and behave in our workplace is fundamental to success – both our individual and overall team and organisational success. Invariably they are the ‘linchpin’ not only in our abilities to deliver but in the timeliness and quality the results produced.
  • Results: Recognising and applauding results – both incrementally and at the point of final delivery – is important in helping to define what ‘great’ looks like. Amplifying great results also helps drive engagement, energy and productivity.
  • Contributions: Often success is the ‘sum or parts’ where a number of individuals have played a role in supporting the overall delivery. Learning to acknowledge the contributions of others is fundamental to elevating healthy workplace performance.
  • Learning: Not everything we undertake is considered a success. How we embrace failure, recognise it and learn from it is fundamentally important to creating healthy environments that encourage us to step out of our comfort zone. It also supports our efforts to create new ways of working, innovate and problem solve.

As always I would love to hear your thoughts.

Margot Andersen

If you would like to explore ways to amplify your leadership capability or that of your team, please contact Margot on 0400 336 318.

Developing The Habit Of Acknowledgement

May 10th, 2016

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 “Those who drink the water

must remember those who dug the well”

-Chinese Proverb
Acknowledgement is one of those things that you often don’t miss until it’s not given. Be it in the acknowledgement of someone as they walk into a room, an email received, a mistake made, the contribution of others or great work delivered, failing to acknowledge can be frustrating, demotivating and at times simply rude. Most of us don’t need to think too hard or long about a situation that could have been transformed if we had simply been acknowledged.

Yet acknowledgement is something that is so easy to give. It doesn’t cost us anything, is not time consuming and the benefits yielded for both the recipient and the person making the acknowledgement can be far reaching. For most of us learning the act of acknowledgement was an integral part of our upbringing – learning to say ‘please’ and ‘thank you’, greeting others in a genuine and interested manner and showing respect to others by acknowledging them and their efforts. Unfortunately however whilst it is still taught it no longer seems to be a ‘norm’ in many of today’s organisational cultures.

With many organisations formally implementing reward and recognition programs there is no doubt that at some level, acknowledgment is valued. However this formal process should not and cannot replace the personal responsibility we have to acknowledge those around us and their contributions in our everyday actions. As leaders it is one of our greatest tools for building motivated, engaged and connected individuals and teams. Leaders with the greatest following are the ones who personally acknowledge others, appreciate their work and guide them to leverage their contributions. This act of personal acknowledgement not only helps to forge stronger relationships by building loyalty and trust with the individuals who work with us, but also helps to enable more productive and timely results.

So considering all the benefits why does the act of acknowledgement seem to be disappearing? Judy Umlas, author of The Power of Acknowledgement believes it is a new set of habits that need to be developed and cultivated for today’s way of working. All too often we fail or forget to acknowledge others, not because we are thoughtless or unkind, but simply because we can’t always see what warrants it and our more traditional ways of recognising it no longer apply. As such we no longer acknowledge it. Bob Nelson, a leading engagement expert argues that the habit of acknowledgement is simply disappearing from our culture. We have become so use to not giving or receiving it that we no longer look for ways to give it.

There is no doubt that the fast paced and often frenetic ways that we now work require us to learn to ‘see’ what is happening around us in a different way. Coupled with the impact of technology, flexible and remote work environments and the ways we communicate, the way in which we observe each other’s contribution and the way we acknowledge has certainly changed enormously. However despite all these changes we still need to be acknowledged for what we have done. We need to feel connected to what we do, who we do it with and how we offer value to the team and organisational purpose.

So how do you cultivate the habit of acknowledgement? I would encourage you to consider the following seven steps:

Commit To Looking For Opportunities:  To identify them you need to firstly commit to looking for them. Reflect on each of your team members and stakeholders and consider what they are currently working on, what they have delivered and where their high value contribution is.

Audit Your Daily Routine: Often there are numerous opportunities to acknowledge others in our every day routines. The people you walk past on your way to your desk each morning, the commencement of meetings, the incidental tasks that others just naturally assume responsibility for, your regular client and supplier conversations.

Be Genuine: As with all communication, the benefits of acknowledging of others lies in the sincerity and purpose in which it is given. Be considered with you are acknowledging and how.

Be Timely: Don’t wait! Like feedback, acknowledgement is best given as close to the result is delivered or event occurs. The timeliness reinforces the value of the contribution to the here and now and often serves as a motivator for further effort.

Don’t Delegate It: Personal acknowledgement is just that – personal! It can’t be delivered with as much impact if delivered by your assistant or colleagues. You need to take ownership of your appreciation.

Consider How: To deliver meaningful acknowledgement you need to consider both who you are delivering it too and what the most appropriate format is for that person. If they hate public acknowledgement, think of something that will hold real meaning for them. Sometimes the value of a hand written card can’t be under-estimated!

Like all habits that need developing, we need to prioritise and practice the act of acknowledging others. However when we do, the benefits are enormous, both for us as individuals and for the people who we lead.

As always I would love to hear your thoughts.

Margot Andersen

If you would like to explore ways to reinvigorate your career with confidence, clarity and purpose, please contact Margot on 0400 336 318.

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