Accessible Leadership

I had a conversation with a colleague recently and we were discussing leadership styles. More specifically, I was sharing what I thought was one of the most important aspects of my journey….making myself accessible.

What does that mean?

As she and I talked I was reminded of an early moment in my career when I was hired to fill a human resources management role that was a backfill due to the promotion of the previous leader to VP. I was going to be his direct report, and he was going to mentor me.

One of his approaches was to attend health system leadership meetings and return to update his team…but with a redacted version of the updates.

I didn’t quite understand why we would hold back general information from our team, so I decided to share everything (except for anything that was expressly identified as confidential.) The team (his former team) loved it. They felt more connected, understood more fully why decisions were made, and had a real sense of where the organization was headed.

A valuable lesson for me early on.

Another approach that has served me well…far more than I ever could have imagined, is rounding. This is certainly not new, yet there’s a reason it has stood the test of time and not become cliche…

…it works.

Getting out of your office (physical or virtual) and intentionally connecting with the team is powerful. Ask questions about their work, their family, their stress, their hobbies, their self-care ideas and strategies.

Engagement means a hell of a lot more than good scores on a survey. Engagement means that you make yourself accessible and human. Engagement means you demonstrate that your team members mean more than productivity metrics and revenue. 

Delivering these messages in a kind way will accelerate you past the stigma of ‘corporate check-ins’ or ‘a leadership drive-by.’ Building kindness into your approach means that you actually believe the leadership hype you’re talking about all the time.

How do you make yourself accessible? There are many more ways to go about it…and I’d love to hear yours.

Thanks for being here.

Jay

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Arsenal of Kindness

In the early phases of World War II President Roosevelt described America as the “arsenal of democracy” as he pushed to supply our allies with the necessary war materiel to fight Nazi Germany. He knew the impact our leadership could make on the world.

Effective leadership always makes the difference.

I wonder how leaders today could be an arsenal of kindness in a world of division, violence, ego, prejudice, and fear?

This isn’t a routine “be good to people” post. Rather, I’m wondering if kindness…as an intentional and mandatory behavior…is something that should be infused into leadership expectations at all levels?

A bit radical I know. Maybe a bit on the sappy side as well. I don’t care. When you’ve been treated kindly you know it. When you treat someone else with kindness and experience their reaction it hits differently than flexing your leadership muscle.

Leadership is the dynamic combination of what we say and what we do. When those things align in a positive way, something special happens.

How do you build kindness into your leadership practice?

Are you intentional about staying calm?

Are you intentional about not overreatcting?

Do you go out of your way to connect with others and express genuine kindness?

Or, is business all about revenue and productivity? Both are critical and deserve tremendous focus…but the great thing about the world of work is there is still plenty of room left for us to unleash that arsenal.

Thanks for being here.

Jay

The Awareness Gap

Polls tell us the gap between employee and leadership expectations is wider than ever. The endless quotes describing eroding engagement levels, dissatisfaction, third party activism and work stoppages all point to the end of the world as we know it, right?

As the pressure mounts on employers to stay quiet, stand on the sidelines in their own organizations, and simply watch the chaotic post-pandemic world of work play out, I feel strongly that it is time for leaders to call, in the most sensitive and thoughtful way… 

…bullshit.

One of the driving forces in employee engagement is based on survey feedback that emphatically states employees want to be developed, supported and grow their careers. Yet the push on employers is to stay at arm’s length while employees figure it out on their own?

This makes absolutely no sense whatsoever. Our employees are looking to us to share information, mentor, develop and help them achieve their full potential. True engagement happens when leaders are actively engaged with their employees on many levels. They are counting on us to have their back, listen, challenge, and yes, educate them on all aspects of the world of work.

Shame on us if we allow the ‘external noise’ to block our responsibility to our valued colleagues. Stop listening to those who would like leadership to step aside. Our candidates don’t want that, our employees don’t want that, and our organizations will be better because we stepped up and delivered on the privilege of leadership.

Thanks for being here.

Jay

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Hamartia

 “A fatal flaw.”

What exactly is a fatal flaw outside the world of epic heroes and heroines? More importantly, what is mine? I’m actually not sure I want to know; however, if I’m going to understand and confront my demons, it makes sense to try and answer the question.

Demons.

Yes, I have them. I’m guessing you do too if you’re honest with yourself. Most I’ve known about for a long time; others recently decided to enter the arena. 

Sometimes that’s rough. 

It’s interesting to reflect back over the years and recognize how the pieces fit together. The moments that seemed to be one-off events were actually part of a larger and prolonged struggle.

Self-reflection can be rough too.

So, does all of this new found self-awareness answer the hamartia question? It’s beginning too. Looking deep into my own choices, mistakes, and self-talk (that can be quite critical) is an important step. In addition to understanding my struggle, it is clear that I must be ever more present for those around me who are also struggling. (Remember, the ones who seem to have it all together might be struggling the most.)

Progress.

Simply writing this post in some small way has helped shift the momentum of the battle in my favor a bit. Something I had not anticipated. Maybe writing could help you too?

More on this later…for now…it’s time for reflection and processing of it all.

Thank you for being here.

Jay

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Judge Not…is Not That Simple

I have a strong faith perspective, at least I hope I do. It’s part of my daily life, and is something I’ve nurtured, shared, and worked hard to integrate into my leadership style as well.

And yet I find myself continuing to struggle when it comes to judging others. Sometimes I try to deflect blame by saying “it’s just human nature” or “it happens automatically.”

I can’t tell you how awful it feels to type those words, knowing that I’ve said them too many times.

Why bring this up here? Well, leadership and faith can be a powerful combination, particularly when we’re talking about building a culture based on valuing each employee’s contribution, trusting others, and creating a place to flourish professionally.

Now the connection becomes more clear. Focusing on faith-based values (whichever faith perspective works for you) almost unilaterally supports being kind, supportive and a positive force for others.

Isn’t that what the most effective leaders do? 

Yet…that demon…judgement…persists in my mind. Perhaps it does in yours too? Do you find yourself being critical of others when you’re in a “safe group?” What about the other “safe groups” that you don’t belong to? I wonder who they are discussing?

The good news is we can continue to challenge ourselves to be better. When we integrate faith from houses of worship into the workplace, we create a continuum of values that cross all parts of our lives. That consistency creates positive environments at home and at work.

As for me, I’m going to keep up the fight. I don’t want to be known as someone who was always judging others behind-the-scenes. That would be such a sad legacy.

Thanks for being here.

Jay

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Be You

Fairly early on in my career I realized I didn’t want to fit it. Sure, I wanted to be respected for what I brought to the organizations I worked for; however, the thought of being a clone with respect to my look, speech, behavior, and perhaps most importantly, how much of ‘the real me’ that I shared, needed to be different.

As I reflect on that decision, one that I have continued to stay true to, I now recognize how great the risks have been. Risks that persist even today.

A quick example, I have a very high energy personality and approach to life in general. I get excited about things, and everyone around me can tell. It’s not something I try to do…it is just a trait that is baked into my DNA as a leader and person.

Showing that over-the-top enthusiasm however can occasionally be seen as unprofessional or an attempt at being humorous. The reality is when there is a good idea, a good result, or a great meeting that brings people together, I get pretty excited!

Beyond being super enthusiastic, I am a big proponent of sharing a lot of information with the team that works with me. After all, they are the ones that allow us in leadership to have the time to stay out of the weeds and focus on the biggest ideas we can possibly imagine (and then push ourselves to think even bigger.)

I’m also committed to being the same person at work that I am in my personal life. I love the Tampa Bay Lightning hockey club, Formula 1 racing, loud heavy music and tattoos. I’m also deeply committed to my church and sit on the board of The Children’s Cancer Center in Tampa, Florida.

Do you get fired up about things in your work? Would anyone notice? How much of the real you do you share? 

Thanks for being here.

Jay

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The Right Throat to Choke

Accountability is a tricky concept. Leaders often use it to describe how they’re going to drive execution of various strategies to achieve a specific goal…hit a budget…launch a new idea…or simply maintain connections with key stakeholders or clients. It is often focused too heavily on team members exclusively.

So easy to describe in a sentence or two. Much more difficult to implement effectively.

The full name of this blog is NoExcusesHR - holding ourselves accountable. That last part isn’t mentioned very often, yet it is intended to be a central component of the messages I share. 

Why? Simply put, leaders hold all the power in organizations. They hire, fire, set strategy, approve budgets, establish communication norms, etc. 

Leaders decide everything.

So then, where does the real accountability lay? Surely our team members need to have clarity about their roles, responsibilities and work. However, pushing the focus on accountability nearly exclusively to those who work on our teams is, in my view, misdirected.

Real accountability starts and ends with leadership. Juggling an ever-growing list of priorities can be extremely challenging, at least it is for me, particularly when the pressure continues to grow.

Yet, that pressure creates an opportunity to expand the roles our team members play in support of that never ending list of priorities. Bonus here…in doing so we are trusting our colleagues as we give them greater responsibility and allow them to actually grow and develop versus the standard lip service many leaders give but never deliver on.

Letting go is difficult. It’s also worth it. After all, the one who really needs to be held accountable stares back at us in the mirror each day.

Thanks for being here.

Jay

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