The Busy Leader's Handbook. Quint Studer
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on I will wear my name badge.” I suggested he let everyone know this subject had come up, thank people for bringing it to his attention, and ask that if they notice other things to please speak up.
Occasionally, whether you’re a leader or an employee, you may be asked to do something that goes against company values. This is a challenging situation. However, it’s exactly in times like these that values are the most critical. How you respond will demonstrate whether you are truly living the values. Here are some guidelines to follow in such a situation:
What to Do When Asked to Go Against Values
1 When asked to do something that is not correct, explain to the person asking you to take the action why you feel the way you do. This gives the person the chance to share information that you may not have.
2 If after getting the explanation you are still uncomfortable, explain why and offer to talk with others in the company if need be.
3 Document conversations.
4 If you see action that is not correct and your direct supervisor is not listening, go over their head. Many companies even have hotlines today.
5 If there is retribution in response to your actions, report it.
6 If necessary, reach out to state and national hotlines. Also seek legal advice.
Hopefully, the values your company publicly claims are positive, ethical, morally correct ones. Most are. And hopefully those company values match your own personal core values. I find that the best leaders are those who embrace the same set of values both on and off the clock. They are transparent, or resourceful, or accountable at work and at home and in the community.
I have heard it said that character means you do the right thing when no one is looking. I absolutely agree. It is often hard to do the right thing—to make the right values-based decision—but it is worth it. And you only think no one is looking: most times, someone is. Walk the talk always. You’ll be able to look at yourself in the mirror and look your children, partner, and friends in the eye and you’ll guide your employees to do the same. That’s great leadership.
6 Be a Good Communicator
Great leaders are almost always great communicators. They have to be. Leaders must not only share information with many groups—employees, managers, customers, investors—but deliver it in a way that motivates people to act. That means knowing how to communicate in such a way that each audience truly “hears” the message, is inspired by it, and is willing to work hard toward common goals. This is a real art form.
Great communication is not just about people understanding what you are trying to say. It’s also about how they react to it and how they feel about you afterward. You want people not just to hear what you say but also engage emotionally with it. When they take your messages to heart and move enthusiastically toward the goals you’ve set for them, you know you’ve been successful.
Being a great communicator is more important than it has ever been. For one thing, the world is noisier than ever before. It’s hard to get people’s attention. It’s the digital age, so messages fly at people from all directions. Leaders need to be able to break through the chaos and say what they need to say in a way that will truly be heard and paid attention to.
As work environments are extremely complex and overflowing with information, part of being a good leader is managing the flow. Leaders need to be able to make sense of all this information and manage it in a way that gets everyone aligned and on the same page, keeps teams from getting siloed, and keeps everyone from feeling overwhelmed.
This is certainly not easy. For example, consider that more and more folks are working remotely. Even those who go into an office spend most of their time behind their desk and plugged into a computer, so there are fewer opportunities for chance encounters or face-to-face interactions between coworkers.
It just takes a much more intentional approach to keep everyone connected and on the same page. There may be things others need to know that you might not think about looping them in on, or vice versa, or bright spots that should be leveraged but could easily go unnoticed.
In an increasingly team-oriented and collaborative world, leaders must be ready and able to send, receive, and pass along massive amounts of information. Whereas in the past a person might be a part of one or two teams, today they’re often expected to be part of many different projects and to move effortlessly between them. That means we must have good communication habits in place. We can’t literally be in two places at once (at least until we figure out cloning), but good communication can help you stay connected to more than one place at a time.
Finally, leaders must be able to build strong relationships. They are the foundation for everything else. Leaders must communicate in ways that nurture and enhance relationships. Great communication from leaders sets people up to do their best work, helps them improve and grow, and connects them to a sense of meaning and purpose. If you can do all of these things you will automatically create healthy, mutually beneficial relationships.
All of that said, what does great communication look like in action? Here are a few tips for communicating well and making sure the rest of your team does so, too:
You have to walk the walk before you can talk the talk. First and foremost, being a great communicator must be underpinned by reputation. It’s not just about mastering the technical aspects of communication, it’s about doing great work. It’s about being credible. When you are solid, honest, and authentic, people will trust you and be receptive to what you have to say. This is more than half the battle.
Practice being a great listener. This is a fundamental part of being a great communicator. Learn to listen actively. Give the person speaking your full attention. Rather than calculating your response while the other person is talking, try to stay focused on understanding what they’re saying. It can help to ask an occasional question or make a comment that shows you’re following what they’re saying. Finally, summarize what you heard in order to confirm that what you think they said is actually what they meant.
Make communication a regular part of your job. Don’t communicate only when you think there is “news.” People need to know what’s going on in an organization at all times. Even if you assume they know certain things, there’s a good chance they don’t. It can be tempting to deliver only good news. Yet visibility and communication are even more important when things are tough. People imagine the worst and this can create anxiety.
Carry your own messages to employees and to other senior leaders. People want to hear from their leaders directly, especially on sensitive issues. It’s important to face employees to say what you think and not deflect or rely on higher-ups to share bad news. Likewise, your boss wants to hear from you directly and will respect you for reaching out with any concerns. When you carry your own messages you model this behavior for employees and they will be more likely to do the same. This is a key component of ownership.
Choose your method wisely. Know when to email, when to call, when to show up in person. Face time (real face time, not the kind that happens on your smart phone or computer) counts for a lot. When you can’t be face to face, know what should be said in an email and which conversations will require a phone call. Sensitive topics should definitely be addressed face to face or at least over the phone. So should those that have a lot of confusing details where people will need to ask questions (it’s just so much more efficient than a lot of back-and-forth emails).
Know that communication is more than just the words you say; it’s all the things that go alongside that. Human beings are hardwired to read and respond to tonality and nonverbal cues. Make sure you’re aware at all times what you’re projecting to others. Pay attention to:
Tone. The way you say things matters. Does your voice sound strong and confident or anxious and hesitant? Optimistic or worried?
Body language. Think about your