Tag Archives: jason tyne

How to Be an Inspiring Leader

By Eric Garton

When employees aren’t just engaged, but inspired, that’s when organizations see real breakthroughs. Inspired employees are themselves far more productive and, in turn, inspire those around them to strive for greater heights.

Our research shows that while anyone can become an inspiring leader (they’re made, not born), in most companies, there are far too few of them. In employer surveys that we conducted with the Economist Intelligence Unit, we found that less than half of respondents said they agree or strongly agree that their leaders were inspiring or were unlocking motivation in employees. Even fewer felt that their leaders fostered engagement or commitment and modeled the culture and values of the corporation.

Exceptional managers find and capitalize on their employees’ unique strengths. Learn how they do it with this 6 minute video slide deck. Download a customizable version in Subscriber Exclusives.

To understand what makes a leader inspirational, Bain & Company launched a new research program, starting with a survey of 2,000 people. What we found surprised us. It turns out that inspiration alone is not enough. Just as leaders who deliver only performance may do so at a cost that the organization is unwilling to bear, those who focus only on inspiration may find that they motivate the troops but are undermined by mediocre outcomes. Instead, inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control. Here are some of our additional findings about how leaders both inspire, and get, great performance:

You only need one truly “inspiring” attribute

Continue reading How to Be an Inspiring Leader

Richard Branson’s Top 65 Books to Read in a Lifetime

By Richard Branson

Today is World Book Day, a wonderful opportunity to address this #ChallengeRichard sent in by Mike Gonzalez of New Jersey: Make a list of your top 65 books to read in a lifetime.

Here’s my top 65 books to read in a lifetime:

1.            Where the Wild Things Are – Maurice Sendak

2.            Tales of the Unexpected – Roald Dahl

3.            George’s Marvellous Medicine – Roald Dahl

4.            The Adventures of Huckleberry Finn – Mark Twain

5.            Oh, The Place You’ll Go – Dr Seuss

6.            Peter Pan – J. M. Barrie

7.            The Jungle Book – Rudyard Kipling

8.            The Adventures of Tom Sawyer – Mark Twain

9.            Swallows and Amazons – Arthur Ransome

10.          The Hitchhiker’s Guide To The Galaxy – Douglas Adams

Continue reading Richard Branson’s Top 65 Books to Read in a Lifetime

Our Pre-Judgment Problem

BY Seth Godin

Our pre-judgment problem

Most of us can agree that picking a great team is one of the best ways to build a successful organization or project.The problem is that we’re terrible at it.

The NFL Combine is a giant talent show, with a billion dollars on the line. And every year, NFL scouts use the wrong data to pick the wrong players (Tom Brady famously recorded one of the worst scores ever 17 years ago). Moneyball is all about how reluctant baseball scouts were to change their tactics, even after they saw that the useful data was a far better predictor of future performance than their instincts were.

And we do the same thing when we scan resumes, judging people by ethnic background, fraternity, gender or the kind of typeface they use.

The SAT is a poor indicator of college performance, but most colleges use it anyway.

Famous colleges aren’t correlated with lifetime success or happiness, but we push our kids to to seek them out.

And all that time on social networks still hasn’t taught us not to judge people by their profile photos…

Most of all, we now know that easy-to-measure skills aren’t nearly as important as the real skills that matter.

Everyone believes that other people are terrible at judging us and our potential, but we go ahead and proudly judge others on the basis of a short interview (or worse, a long one), even though the people we’re selecting aren’t being hired for their ability to be interviewed.

The first step in getting better at pre-judging is to stop pre-judging.

This takes guts, because it feels like giving up control, but we never really had control in the first place. Not if we’ve been obsessively measuring the wrong things all along.

Read the original article HERE

Humility Casts a Wide Net

By Leading Blog

HUMILITY casts a wide net and makes possible the work of leadership. Nothing facilitates community, collaboration, and innovation like humility.

In Humility is the New Smart, Ed Hess and Katherine Ludwig define humility as “a mindset about oneself that is open-minded, self-accurate, and not all about me, and that enables one to embrace the world as it is in the pursuit of human excellence.”

Their definition encompasses the mind of a leader that will be able to lead in a changing and uncertain world. Humility is inclusive. It is inclusive of others ideas, others needs, others strengths, other contributions, and the realities that exist outside of our own head. A humble leader asks more questions and is open to more answers thus deepening the pool of resources they have to draw upon. But it requires a strength of character. As senior vice president of the NBA’s Orlando Magic, Pat Williams writes in Humility: The Secret Ingredient of Success:

    • Humble leaders are strong enough to listen to other points of view.
    • Humble leaders are strong enough to admit their mistakes and learn from them.
    • Humble leaders are strong enough to celebrate their achievements of others.
  • Humble leaders are strong enough to surround themselves with talented people without feeling threatened or diminished.

Additionally,

    • Humble people treat others as equals.
    • Humble people don’t claim to know everything.
    • Humble people are better team players.
  • Humble people are willing to set aside their egos.

Humility is the antidote to insecurity that often plagues us. A lack of humility actually drives insecurity. Humility makes your strengths productive and multiplies the strengths of others. Humility acknowledges a world beyond our own thinking and minimizes our own limitations. A good leader knows this and acts accordingly to produce the best results.

Do you have the strength to be humble?

Read the original article HERE

The 1 Question Leadership Challenge

By LeaderTribe

The Video Blog is Here!

To kick off this new era of video blogs I’m bringing it hard when it comes to helping you be a success at work. I talk about an incredible project to rate the top 40 people in an organization and the 1 Question that separated the top performers from the wannabes. This one question will save you countless hours of frustration, and propel you toward your next promotion.
FREE! I’ve created the a free download of “6 Fog-Cutter Questions for Success.” The important question that I mentioned above is number 5 on the list. They are all great and they are all yours for free when you click here.

The Dunning-Kruger Effect Helps Explain Why People Resist Hearing Constructive Criticism

By Mark Murphy 

Dan is a senior financial analyst and, in his mind, he’s the best one on the team. But according to his boss, while it’s true that Dan’s financial skills are very good, his emotional intelligence is virtually nonexistent. And Dan’s coworkers would describe him as smart but also narcissistic, abrasive and tone-deaf.

Dan could really benefit from constructive feedback to get his people skills closer to the level of his financial skills. If only Dan had better people skills, his career trajectory and compensation would be much better than they are today. But thus far, Dan’s been impervious to feedback. When his boss recently gave him some constructive criticism about increasing his emotional intelligence, Dan responded:

Oh, puh-leeze! How do you even measure emotional intelligence? What nonsense; you can’t rate my emotional intelligence low because I didn’t smile enough in the staff meeting. And even if it was a real concept, and I did rate low, it’s not relevant to being a great financial analyst. I’m not a social worker, I deal with numbers and data.

If Dan were a perfectly rational and unemotional robot, he’d hear the feedback and alter his behavior. But Dan’s got two problems (beyond his lack of people skills) that are impinging his ability to hear and accept his boss’ criticism.

First, Dan’s suffering from the Dunning-Kruger effect. As I previously wrote on Forbes, coined by psychologists David Dunning and Justin Kruger, the Dunning-Kruger Effect is a cognitive bias whereby people who are incompetent at something are both unable to recognize their own incompetence and likely to feel confident that they actually are competent.

And second, Dan is employing a type of defensiveness that Professor Dunning and his colleagues call expedient escape. I recently spoke with Professor Dunning, who now teaches at the University of Michigan, and he told me that many people find the most expedient avenue they can to reject the feedback.

They might question the accuracy of the feedback (e.g. “you can’t rate my emotional intelligence low because I didn’t smile enough in the staff meeting”) or they might challenge the relevance of the feedback (e.g. “emotional intelligence is not relevant to being a great financial analyst”). Either way, as Professor Dunning told me, you’re telling people things that may cause them to question what they believe and there’s a good chance they won’t take it very well.

Let’s take the study in which David Dunning and his colleagues discovered that MBA students greatly overestimate their emotional intelligence. First they were asked to rate how they thought they compared to American adults in general, and then they took an actual test of emotional intelligence.

When Dunning’s team looked at the worst performers, they found that students whose actual tests showed them at the 10th percentile (i.e. they only scored higher than 10% of American adults) had actually thought that their emotional intelligence was going to be around the 72nd percentile. In classic Dunning-Kruger fashion, the worst performers thought they were great and overestimated their emotional intelligence by 62 percentile points!

When these Dunning-Kruger sufferers were then given feedback about their poor results on the emotional intelligence test, they saw the test as less accurate and relevant than those who scored well on the test. They didn’t like the results of the test, so their expedient escape reaction was that the test must be inaccurate and/or irrelevant.

At some level, many leaders know that their employees will resist hearing tough feedback. According to the 166,000 leaders who’ve taken the online test “What’s Your Leadership Style?” around 70% of leaders try to make constructive criticism easier to hear by using compliment sandwiches (a nice compliment, followed by a bit of criticism, followed by another nice compliment). For example, we could say “Dan, your technical skills are really terrific, probably the best on the team, but I’d like you to be more open and sensitive to your colleagues’ feedback when we’re in meetings, because I want everyone to appreciate your technical skills.”

Unfortunately, this technique often backfires horribly for a number of reasons, including that by trying to soften the criticism we often leave wide-open avenues for the employee to escape (i.e. expedient escape). By using the compliment sandwich, we make it incredibly easy for Dan to devalue the importance and relevance of emotional intelligence. In essence, we offered him a ready-made path for expedient escape.

As I’ve written elsewhere, you need to close off some of those expedient escape routes. For example, before you launch into a big speech about everything the employee needs to improve, try engaging them with questions. Before we start giving constructive criticism, we could ask Dan “what skills does it take to be a top financial analyst here?” or “if we look at the financial analysts who enjoy the greatest success at this firm, what kinds of technical and people skills do they have?”

Once we’ve gotten Dan thinking about the various attributes required for success (including emotional intelligence), then we could ask him something like “if you discovered that your performance on one of those attributes was lacking, what are some steps you might take to correct that?”

When you’re trying to get someone to alter their behavior, one of your biggest jobs is ensuring that there aren’t expedient escape routes. When we deliver a criticism-laced tirade to an unwilling employee, we’re just begging them to resist, devalue or otherwise reject our feedback. Remember that lots of people have no idea that their performance is subpar (aka the Dunning-Kruger effect). So when we share that reality, be mindful of their natural inclination to resist.

Mark Murphy is the author of Truth At Work: The Science Of Delivering Tough MessagesHiring For Attitude and Hundred Percenters.

Read the original article HERE

Lifelong Learning Is Good for Your Health, Your Wallet, and Your Social Life

By John Coleman

In 2015 Doreetha Daniels received her associate degree in social sciences from College of the Canyons, in Santa Clarita, California. But Daniels wasn’t a typical student: She was 99 years old. In the COC press release about her graduation, Daniels indicated that she wanted to get her degree simply to better herself; her six years of school during that pursuit were a testament to her will, determination, and commitment to learning.

Few of us will pursue college degrees as nonagenarians, or even as mid-career professionals (though recent statistics indicate that increasing numbers of people are pursuing college degrees at advanced ages). Some people never really liked school in the first place, sitting still at a desk for hours on end or suffering through what seemed to be impractical courses. And almost all of us have limits on our time and finances — due to kids, social organizations, work, and more — that make additional formal education impractical or impossible.

As we age, though, learning isn’t simply about earning degrees or attending storied institutions. Books, online courses, MOOCs, professional development programs, podcasts, and other resources have never been more abundant or accessible, making it easier than ever to make a habit of lifelong learning. Every day, each of us is offered the opportunity to pursue intellectual development in ways that are tailored to our learning style.

So why don’t more of us seize that opportunity? We know it’s worth the time, and yet we find it so hard to make the time. The next time you’re tempted to put learning on the back burner, remember a few points:

Educational investments are an economic imperative. The links between formal education and lifetime earnings are well-studied and substantial. In 2015 Christopher Tamborini, ChangHwan Kim, and Arthur Sakamoto found that, controlling for other factors, men and women can expect to earn $655,000 and $445,000 more, respectively, during their careers with a bachelor’s degree than with a high school degree, and graduate degrees yield further gains. Outside of universities, ongoing learning and skill development is essential to surviving economic and technological disruption. The Economist recently detailed the ways in which our rapidly shifting professional landscape — the disruptive power of automation, the increasing number of jobs requiring expertise in coding — necessitates that workers focus continually on mastering new technologies and skills. In 2014 a CBRE report estimated that 50% of jobs would be redundant by 2025 due to technological innovation. Even if that figure proves to be exaggerated, it’s intuitively true that the economic landscape of 2017 is evolving more rapidly than in the past. Trends including AI, robotics, and offshoring mean constant shifts in the nature of work. And navigating this ever-changing landscape requires continual learning and personal growth.

Learning is positive for health. As I’ve noted previously, reading, even for short periods of time, can dramatically reduce your stress levels. A recent report in Neurology noted that while cognitive activity can’t change the biology of Alzheimer’s, learning activities can help delay symptoms, preserving people’s quality of life. Other research indicates that learning to play a new instrument can offset cognitive decline, and learning difficult new skills in older age is associated with improved memory.

What’s more, while the causation is inconclusive, there’s a well-studied relationship between longevity and education. A 2006 paper by David Cutler and Adriana Lleras-Muney found that “the better educated have healthier behaviors along virtually every margin, although some of these behaviors may also reflect differential access to care.” Their research suggests that a year of formal education can add more than half a year to a person’s life span. Perhaps Doreetha Daniels, at 99, knows something many of us have missed.

Being open and curious has profound personal and professional benefits. While few studies validate this observation, I’ve noticed in my own interactions that those who dedicate themselves to learning and who exhibit curiosity are almost always happier and more socially and professionally engaging than those who don’t. I have a friend, Duncan, for example, who is almost universally admired by people he interacts with. There are many reasons for this admiration, but chief among them are his plainly exhibited intellectual curiosity and his ability to touch, if only briefly, on almost any topic of interest to others and to speak deeply on those he knows best. Think of the best conversationalist you know. Do they ask good questions? Are they well-informed? Now picture the colleague you most respect for their professional acumen. Do they seem literate, open-minded, and intellectually vibrant? Perhaps your experiences will differ, but if you’re like me, I suspect those you admire most, both personally and professionally, are those who seem most dedicated to learning and growth.

Our capacity for learning is a cornerstone of human flourishing and motivation. We are uniquely endowed with the capacity for learning, creation, and intellectual advancement. Have you ever sat in a quiet place and finished a great novel in one sitting? Do you remember the fulfillment you felt when you last settled into a difficult task — whether a math problem or a foreign language course — and found yourself making breakthrough progress? Have you ever worked with a team of friends or colleagues to master difficult material or create something new? These experiences can be electrifying. And even if education had no impact on health, prosperity, or social standing, it would be entirely worthwhile as an expression of what makes every person so special and unique.

The reasons to continue learning are many, and the weight of the evidence would indicate that lifelong learning isn’t simply an economic imperative but a social, emotional, and physical one as well. We live in an age of abundant opportunity for learning and development. Capturing that opportunity — maintaining our curiosity and intellectual humility — can be one of life’s most rewarding pursuits.

The Five Levels of Learning

By Rick Warren

From the beginning, Pastor Rick’s vision for Saddleback Church was to attract unbelievers, lead them to Christ, through the work of the Holy Spirit grow them into mature believers, and send them out on mission, all for God’s global glory. His goal was always to be a disciple-making and sending church. Out of this vision, came the Purpose Driven paradigm as the intentional process to accomplish this goal.

He first asked the question, “What is spiritual maturity?” and then, “How might one measure it?” He knew it was a myth that spiritual maturity is measured only on what you know. Pastor Rick says, “Many churches evaluate spiritual maturity solely on the basis of how well you can identify Bible characters, interpret Bible passages, quote Bible verses, and explain biblical theology. The ability to debate doctrine is considered by some as the ultimate proof of spirituality.” Some people who are not even believers have an incredible knowledge of the Bible without any spiritual growth in their lives. Spiritual maturity is not just cognitive.

So, he set about to discover the characteristics of spiritual maturity and how leadership could measure it. He came to the conclusion that spiritual growth could be measured by five factors. Pastor Rick calls it, the “Five Levels of Learning – the Building Blocks of Spiritual Growth.”

The five levels of learning are developmental in nature, that is, each one builds on the other. Spiritual maturity begins with knowledge, but includes the presence of other building blocks.

Knowledge

Knowledge is knowing the content of God’s Word, and gaining a working understanding of the books, events and people of the Bible. Without this knowledge, you don’t have an essential foundation. It is the first step to spiritual maturity, the building block with which you begin.

The Bible says in Hosea,

“My people are destroyed from lack of knowledge.” Hosea 4:6

That’s how important this is.

But is knowledge all you need? Obviously not. The Bible, in 1 Corinthians 8, says if all I have is knowledge it just puffs me up, makes me prideful. “Knowledge puffs up but love builds up.” So I need both.

I need more than knowledge. There are some people in church, who come in and fill up notebook after notebook, yet somehow they never transfer the notebook knowledge into their hearts.

They have a whole notebook about compassion but they’re the sourest person you’ve ever met. What’s happening?

They have a whole notebook about what the Bible says about the power of Jesus in their life, yet when you look at their lives, there is no power. What’s happening?

It’s the fact that knowledge is not enough. Some people just fill themselves with more and more knowledge.

They’ve got lots of knowledge. They think they’re spiritual giants. But they’re really bloated believers. They’re fatter and fatter with knowledge. They get so fat with knowledge that when they come to church, you have to roll them down the aisle to get them to their seats. (This is where the term “holy rollers” came from!) They have so much in their heads, but somehow it never gets in their heart.

You have to have knowledge but you also need …

Perspective

Knowledge is knowing the content of God’s word. Perspective is seeing things from God’s point of view, having a Christian world view. It is understanding why God does what he does. The Apostle Paul tells us that perspective is a mark of spiritual maturity,

“Solid food is for the mature, who because of practice have their senses trained to discern good and evil.” Hebrews 5:14 (NAS)

“The man without the Spirit does not accept the things that come from the Spirit of God… because they are spiritually discerned.” Corinthians 2:14

When I have perspective, I can love God more. What if you could see the sin that you struggle with as God sees it? It wouldn’t last if we could really see it like God sees it. That’s what we’re talking about when we talk about perspective. It helps me love Him more.

Another word for perspective, and not a very popular word today, is the word “doctrine.”

Christian doctrine is Christian perspective. Christian doctrine is Christian worldview. One of Saddleback Church’s ways to help our members get God’s perspective is the doctrine class we call Foundations. This class is built on the eleven doctrines that are at the center of our perspective on life.

When you understand the truth about God, and Jesus, and the Holy Spirit, you understand the truth about life; you see life as God meant us to see it.

Another aspect of perspective is knowing how God has worked in the past. It gives us a glimpse into how he may work with and through us in the present. You need knowledge and you need perspective.

As you look through the list of doctrines, you may find that there are some truths for which you have a greater sense of conviction about than others. This conviction is the third building block that is vital to our growth as believers.

Convictions

Having convictions means developing godly values, commitments, and motivations.

“Faith is the assurance of things hoped for, the conviction of things not seen.” Hebrews 11:1 (NAS)

An opinion is something that I’ll argue with you about, but a conviction is very different. A conviction is something that I’ll die for. A conviction is something that has caught my life and all of me.

When I was a new believer, I did things because other Christians did things. They prayed, I prayed. They went to church; I went to church. I found that the more I grew as a believer, the more I developed my own convictions about those things so that whether or not anyone else was doing it, it was something I would decide to do. That’s the development of conviction in our lives.

“The faith which you have, have as your own conviction before God.” Romans 14:22 (NAS)

Of everyone who walked this earth, Jesus was a man of deep conviction. Do a study of the times that Jesus said, “I must do this.” You will see that his life was guided by convictions. So every class, every study, every experience, everything we do as leaders should have as its intent to build conviction in people’s thinking and actions.

Conviction is the turning point in a person’s journey to spiritual maturity. Once people are clear in their convictions, they are motivated to develop skills to live them out.

Skills

Skills are learning the “how-to’s” of Christian living and ministry.

“If the ax is dull and its edge unsharpened, more strength is needed but skill will bring success.” Ecclesiastes 10:10

How to share your faith, how to pray, how to get answers. There are some people who have a great conviction about something, but they don’t have the skill yet.

Have you known anybody who had a great conviction about witnessing, for instance, but didn’t have the skill? So they’d beat people over the head, almost, with the Bible. They had a lot of conviction, but they were chasing people away. Somebody just needed to give them the skills.

Some people have a great conviction about prayer, but they don’t have the skill yet. No one has set them down and taught them how the Bible teaches us to pray.

“Do your best to present yourself to God as one approved, a workman… who correctly handles the word of truth.” 2 Timothy 2:15

Starting with a foundation of knowledge, gaining perspective by understanding God’s point of view, holding convictions upon which we stake our lives, gives one the motivation to build skills, all of which results in Christ-like character, our ultimate goal.

Character

Character is becoming like Christ in attitudes and actions. There is not a better definition of spiritual maturity than these three words, “Being Like Christ.” Like Jesus in the way we act … the way we think … the way we feel … the way we believe.

“The GOAL of our instruction is love from a pure heart and a good conscience and a sincere faith.” 1 Timothy. 1:5 (NAS)

“We must become like a mature person, growing until we become like Christ and have his perfection.” Ephesians. 4:13b (NCV)

“You are living a brand new kind of life that is continually learning more and ore of what is right, and trying constantly to be more and more like Christ…” Colossians 3:10 (LB)

This is a goal that we’ll spend the rest of our lives reaching towards! Have you ever met a person who said, “I’m as like Jesus as I want to be, I’ve finished the job and I act exactly as Jesus would act in every situation?” No, of course not!

We must be intentional in every strategy, program, and teaching opportunity to “make disciples.” It doesn’t happen by accident. Understand that the five levels build on each other. At each level we have a goal for our people and must ask ourselves vital questions as we develop our strategies and programs.

Read the original article HERE

5 Ways to Tell If Someone Is Untrustworthy

By Thomas Koulopoulos, Founder, Delphi Group

I’m going to ask you to trust me on this. It’s a lesson I’ve learned the hard way, and it may be one of the most important ones I have to pass on.

It’s been said that the only way to definitively tell if you can trust someone is to trust that person. While that may well be true, there are certainly telltales that untrustworthy people almost always exhibit, which will help you mitigate the damage they may cause. If you’re building a fast-growth organization or if you are breaking new ground with a new innovation, trust is the superglue that will hold your team together. I’ve seen it repeatedly. Nothing propels a great team further or undermines a team faster than trust or its absence; the same can be said about virtually any relationship.

What I’ve realized over the years in working with countless people is that there is nothing as vital to a relationship and yet as fragile as trust. The plain truth is that if you are doing business and establishing relationships with trustworthy people, you will be able to weather almost any storm. By the same token, if you’ve been unfortunate enough to get into bed with someone who is not trustworthy, even a mild breeze will capsize the relationship.

Psychologists tell us that the first emotional bond we all develop is trust. Starting at birth, we seek out patterns of consistency that provide a reliable way to interpret the chaos of the world. This is more than just establishing comfort and familiarity. It is a deeply rooted, programmed survival mechanism.

Trust shapes our earliest relationships and it is in these formative years that we learn how to use trust to survive. In that respect, you can easily see how these nascent bonds can create enduring values that reinforce the importance of trust or teach us how to game trust to get what we want. That selfish aspect of trust is in each of us. And that’s fine as long as we reciprocate the trust we receive. But when you learn that others can’t be trusted at an early age, you lose confidence in the value of trust. If you don’t deserve theirs, they don’t deserve yours.

It’s because trust is so intimately woven into our psyches that it is so incredibly difficult to change. To be blunt, people are either trustworthy or they are not. That doesn’t mean they’re good or bad. It just means you can’t place your trust in what they say or what they promise.

Of course, we all tell occasional white lies (“why, yes, honey, there definitely is a Santa Clause!”), stretch the truth (“it really was the biggest fish I’d ever caught!”), conveniently forget facts (“gee, I didn’t realize I ate the last piece of pizza!”), and otherwise create hairline fractures in trust. But that’s rarely of concern. The danger zone is entering into relationships with people who see trust as something they can use to manipulate the truth to serve their own purposes, without regard for the impact it has on others.

Before I go further, I’ll caution you that my experience has consistently been that trying to rehabilitate pathologically untrustworthy people is a fool’s journey. Their perception of reality has been shaped in such a way, and at such a formative age, that nothing short of a direct emotional nuclear hit will dislodge the survival and coping mechanisms they have developed. What’s even worse is that these people not only distrust others, while they make effuse claims of “trust me,” but they also do not trust themselves. In other words, while their actions may let down, damage, and hurt others, in the end they are mostly undermining themselves. Which is why, over the long run, being untrustworthy is punishment enough.

So, how do you spot someone who shouldn’t be trusted? There are five telltale signs that I’ve observed in untrustworthy people. Usually these come in combinations of two or three consistent behaviors. Spot these and you’re pretty well assured that this is not a person you should be putting a whole lot of faith in.

1. They lie to themselves

One of the most striking behaviors of untrustworthy people is that they see themselves in ways that are simply inconsistent with reality. When you encounter someone who seems disconnected from the actual impact that their actions and behaviors are having, it’s a sure sign that they are trying to create a perception that conforms to their desires rather than to reality. For example, if someone constantly describes herself as a quiet person who seeks harmony, while her behavior is disruptive, arrogant, and confrontational, you’ve got a disconnect that should immediately start to raise red flags of trustworthiness.

2. They project behaviors on you that are clearly not ones you are exhibiting

People who are untrustworthy also have an amazingly consistent habit of accusing others of behaviors that they themselves are exhibiting or are contemplating. This one is a classic seen regularly by relationship counselors. It goes something like this. Mary is constantly accusing Jack of contemplating new employment. Jack knows that he is not only perfectly happy where he is and not seeking employment elsewhere but he has also never made any indications that he might be. Jack is befuddled by Mary’s ongoing accusations. Guess who is looking for new employment? That’s right, Mary. If someone is constantly accusing you of something which you know to patently false, chances are very good that what that person is doing is projecting his or her own untrustworthy behavior and insecurities onto you. This one should ring in your head like the bells of St. Paul’s when you hear it.

3. They breach confidentiality

This one has always amazed me. We all remember as kids swearing someone to secrecy only to have them break the promise and then rationalize it by saying, “But I only told one other person.” Well, it’s baffling how that same behavior plays out among adults. Confidentiality, when agreed to (and in the absence of any illicit or illegal activity), is a sacred bond. This one to me is a nonnegotiable. Once someone has broken a pledge of confidentiality, there is no second chance because that person has already demonstrated a desire to gain favor with others that is greater than his or respect for them. By the way, it’s incredibly easy to pick this one out because inevitably these people will share things with you that you can tell were said to them in confidence by others. You can be assured that if they did it to somebody else, they will do it to you. There is zero hope for trust where there is no respect for confidentiality.

4. They show a lack of empathy

This is perhaps the one shared behavior of nearly every untrustworthy person. They are able to rationalize being untrustworthy by diminishing the impact, pain, damage, or inconvenience they cause others. This is also the most dangerous of the five behaviors, because once you lose empathy for those whom your actions affect, you have started down a slippery slope with no bottom. Even worse is the fact that people who truly lack empathy have no awareness that they do, or they’re selectively empathetic when it serves their agenda. It’s simply all about them. Look for clues to this in how people generally treat those they interact with as well as their track record with others. This is the classic example of observing how someone treats those who are not in a position to give them anything of value, such as a waiter or janitor. When I was hiring senior and midlevel execs, this was the single-most important ability I needed to see them demonstrate. I learned quickly that people who lack empathy are among the most volatile and dangerous people of all.

5. Their emotional state is volatile, and they have a pattern of inconsistency and fickleness in their decisions

Remember at the outset I mentioned how trust is formed in our earliest relationships just after birth? If trust is missing in these formative years, it creates uncertainty, doubt, and inconsistency that linger over a person’s entire lifetime of interactions. While it is certainly possible to have people who are not volatile be untrustworthy, it is far more likely that someone whose emotional state fluctuates wildly is. The reason is that they will make promises they quickly regret and retract. They are never certain of why they are making the decisions they are making. And they are far too easily influenced by external factors over their internal compass. Again, we all change our minds now and then, but if someone has a pattern of consistently flip-flopping, look out. Nothing is anchoring that person to an emotional state you can trust.

None of these five behaviors make someone a bad person. And the temptation to fix these behaviors in others can be very attractive to someone who is trustworthy. But that’s because you understand the value of trust. What you’re dealing with is someone who does not. So, unless you’re a licensed therapist and have years to dedicate to the process, I’d strongly advise against it. Sure, as I’ve said, we all exhibit at least a few of these behaviors periodically, and calling someone out on them is entirely appropriate, but if you see two or more consistently, you need to consider carefully the degree to which that person deserves your trust.

Read the original article HERE

 

The 9 Management Myths That Leadership Needs To Nix

By William Arruda

The career landscape has been completely transformed over the past half century. The scenes in Mad Men seem absolutely impossible to imagine in today’s world of work. Despite the huge contrast, several musty mindsets about employees and employers persist. In this post, I will focus on employer mindsets that need to be reset.

1. Retention is the key measure of HR success. Sure, attrition is costly and disruptive, yet reducing attrition should not be the primary goal. The goal should be to increase engagement, which in turn can translate into reduced attrition. Increasing engagement requires leadership to shift the focus to activating talent, not just keeping people in their places. When it is time for an employee to leave, it’s not necessarily a sign of failure; that departure might be the right thing for both the employee and the company.

2. The company is responsible for training employees. The one-size-fits-most approach of the past won’t work in training today. According to Kelly Palmer, CLO of Degreed, learning is becoming much more personalized and learner centric: “When you think of learning in this way, it becomes part of your daily work routine and is incorporated into the work you already do, not something that is separate from work.” The days of big-event, corporate-sponsored training are over. They’re being replaced by personalized, employee-driven development plans that feature bite-sized learning modules. Learning and Development’s role should be to help employees help themselves when it comes to learning.

The career landscape has been completely transformed over the past half century. The scenes in Mad Men seem absolutely impossible to imagine in today’s world of work. Despite the huge contrast, several musty mindsets about employees and employers persist. In this post, I will focus on employer mindsets that need to be reset.

1. Retention is the key measure of HR success. Sure, attrition is costly and disruptive, yet reducing attrition should not be the primary goal. The goal should be to increase engagement, which in turn can translate into reduced attrition. Increasing engagement requires leadership to shift the focus to activating talent, not just keeping people in their places. When it is time for an employee to leave, it’s not necessarily a sign of failure; that departure might be the right thing for both the employee and the company.

2. The company is responsible for training employees. The one-size-fits-most approach of the past won’t work in training today. According to Kelly Palmer, CLO of Degreed, learning is becoming much more personalized and learner centric: “When you think of learning in this way, it becomes part of your daily work routine and is incorporated into the work you already do, not something that is separate from work.” The days of big-event, corporate-sponsored training are over. They’re being replaced by personalized, employee-driven development plans that feature bite-sized learning modules. Learning and Development’s role should be to help employees help themselves when it comes to learning.

3. Social media sites like LinkedIn are a threat to retention. If you fear you’ll lose your people because they are on LinkedIn or engaged in social media, you’re missing a major opportunity. Some companies still ban access to social media at the workplace. If fear is the driver in your HR policies, you’ll only alienate your people. Encouraging your people to use social media helps them do their jobs better and gives them the opportunity to promote the company by serving as brand ambassadors.

4. Employees are disloyal if they don’t conform to the company’s methods. When employees feel free to do the things they love and to create their own work system that integrates all aspects of who they are, that translates into empowered, satisfied people. Performance needs to be measured on the value created, not hours delivered or conformity with a specific way of getting the job done.

5. Onboarding is a single event that should focus on understanding the company. First, onboarding can’t happen in an hour, a day, or a week. Acquainting new staff with your organization takes time. More importantly, onboarding programs that focus on the personal brands of your people rather than on your company brand are far more effective. In a report in Administrative Science Quarterly, Daniel Cable, Francesca Gino, and Bradley Staats shared their Cornell University research, which shows that “to maximize employee satisfaction, new employee socialization should focus on personal, not corporate, identity. When your employees can be their ‘authentic best selves’ in the workplace, productivity and retention increase.” In this research, new hires who were asked questions such as, “What is unique about you that leads to your happiest times and best performance at work?” had lower turnover rates, performed tasks more effectively, and showed higher overall engagement.

6. Employees who leave the company are disloyal. Good riddance, right? Wrong. Providing a good experience when employees leave, and staying connected to them afterward, are great ways to build brand ambassadors. In the new world of work, it is likely that they’ll return to your workplace or identify candidates for roles you have available. If the norm is going to be more people passing through your workplace with shorter stays, staying connected to those who are off-boarding is good for business.

7. Enforcing a 9 to 5 schedule ensures stability. That worked in the past, before we had access to the 24/7 work tools of today. Millennials just don’t work on a 40-hour a week, early-to-rise schedule. Perhaps surprisingly, they don’t seek work/life balance; they practice work/life blending. They email colleagues while in line at Whole Foods or pitch prospective clients on the train on the way to work. Flexibility is the key to employee happiness – especially for millennials.

8. Annual performance reviews are productive. Let’s face it, no one likes an annual review, and if that is the substitute for providing regular feedback, the employee and the company lose. Neither employees nor managers take them seriously, especially if the underlying goal is to justify stagnant salaries. Annual reviews are powerful only if they’re genuine, coupled with a respected system of regular, candid feedback. What’s the review process like at your company?

9. Employees are more likely to goof off if they work from home. Harvard Business Review reported on a study showing that working at home actually boosts productivity among workers. Allowing your people to work from home empowers them and engages them more in your business.

Which of these mindsets is getting in the way of your leadership? Are there others you would add to the list?

Read the original article HERE

Empowering Leaders to Lead