I’m not done writing about typical frustrations of leaders, but I am taking the rest of this month off and will be back with some changes in the New Year. With all the holidays, work, and other obligations, my blog has taken a back seat while I tend to these important things.
I’ll be coming back with a monthly blog instead of a weekly one. This is much more manageable for me (and my audience). You can expect short, 400-word or less posts every 15th of the month that provide practical leadership examples and advice that you can apply right now.
Feel free to connect with me at any of the social media in the “Connect” tab or read some of my older blogs at the links below! Make sure you sign up to get blog updates straight to your email by signing up on the right side of the screen (on a desktop) and at the bottom of this page (on mobile).
I look forward to what the New Year will bring!
To those faithful readers and sharers of mine, I just want to say thank you!
I’m not sure what it is, but it seems like leaders have a hard time making hard decisions. Nothing is more frustrating than a leader or other kind of decision maker who just won’t make a decision because it’s too hard. Specifically, I want to discuss people decisions – hiring and firing.
- Hiring – I’ve heard that it’s best to hire slow. I agree with this statement, much to chagrin of those who are struggling finding work. The hiring process should be long. If you’re making the decision to hire someone, you really want to get to know them and make sure it’s the right choice for your company. If you’re the one getting hired, you want to make sure that the company is a right fit for you and your values. Getting to know someone or something takes time, so take your time with it.
- Firing (or leaving) – This is the hard part I was talking about. Sometimes it can be really easy to hire someone and then go through the honeymoon phase of a new employee or new environment, but what happens when that goes south? Just like it’s best to hire slow, it’s best to fire quickly. There are a couple reasons for this. For one, that person who seems like they’re really not all in? they’re not all in. This can deeply impact productivity and morale. Second, it’s costing you money. This is obvious. Third, you’re not doing anyone any favors. If you’re the employer, you can be responsible for causing the person to have to search for a job that better suits them; if you’re the employee, you could be making room for your replacement.
Either way, my challenge to you is to make that hard decision – people decision or otherwise.
How are you with decision making? Is it something that comes naturally? Do you feel that sometimes you can’t make a decision because of fear of the outcome?
If you’ve been following me for any amount of time, you have probably realized that I talk about trust and conflict management a lot. Here’s another post on conflict.
Truly great leaders are those who are truly great at navigating relational issues. They’re the ones who are not afraid of having the tough talk. I have had many great leaders who have worked tirelessly to make peace, and as we saw in my post about conflict management, this is an area in which I can grow.
Here are three things peacemaking is not:
- Peacemaking is not passive. It’s in the word; peace is made, not kept.
- Peacemaking is not a form of weakness. Making peace takes real strength. It takes a lot of courage to navigate out into the murky waters of relational issues.
- Peacemaking is not manipulation. It’s important to know that in the process of making peace that you are not supposed to be bending wills.
And three things it is:
- Peacemaking is necessary. Without someone making peace, your culture will eventually descend into passive-aggressiveness.
- Peacemaking is culturally stimulating. Peacemakers are pacemakers. They’re the ones who set what the culture will be like. Whether your culture is open and thriving or closed and stagnant is up to your ability to make peace.
- Peacemaking is for everyone. It’s not only up to the figurehead to make peace, but for everyone in the organization. This is setup by the person “in charge.” If the person “in charge” is a peacemaker, it opens up the doors for everyone to be a peacemaker.
Are you a peacemaker? How can you improve your ability to be a peacemaker? How do you feel assertiveness applies to making peace?
Poor communication is a pet peeve of mine. I remember a time when I was working with the statistics for my team, and I asked my boss if I should share the numbers with the team as a whole. He told me that since the numbers weren’t good, we shouldn’t share the numbers. I disagree whole heartedly. When the numbers are bad is probably the best time to share them. Granted, this is the boss that no one went to with their problems or challenges.
4 reasons to have open communication:
- It builds trust – I harp on trust a lot, but without trust, no relationship can function. If you can tell me the bad when it’s bad, I can trust you to tell me the good when it’s good.
- It builds camaraderie – Especially in bad times, having a common cause to rally behind will always create deep relationships within your team. A unified team is unstoppable.
- It builds openness – Just like how no one would go to my former boss about their problems or challenges for fear of having them swept under the rug, if you hide bad times behind sunshine, no one will go to you because they cannot reasonably expect you to help them resolve the problems they’re facing. A team with closed, secretive communication is a dead team.
- It builds morale – People can sense when something is wrong. It’s a rare breed of people who are so empathically defunct that they can’t sense impending doom. When people feel something is wrong, it saps away at their morale. I believe people would rather know something is wrong and work on solutions than not know their enemy.
What is the state of your team’s communication? Is there any area you can improve on in your communication?
Asking questions is one of the most underrated activities of a leader; however, I believe asking questions is the cornerstone of all leadership. There are at least two reasons why leaders don’t ask questions:
- Pride prevents it – As leaders, we feel like we’re supposed to have all the answers. In my experience, though, the best leaders don’t have the best answers, they facilitate the process of discovering the best answers. There have been many times where I have come up with awful solutions that could have been prevented if I had just asked a couple questions.
- It takes a lot of time – Question asking takes a lot more time than directing people to do your will. Leadership is relational, though, so I challenge you to take the time to ask the hard questions.
And there are two reasons why you should ask many questions:
- It creates trust – Craig Groeschel always says that “people would rather work for someone who’s always real than one who’s always right.” People trust people who ask questions and care about what they have to say. It shows authenticity and vulnerability.
- It helps you get to the source of issues quickly – instead of speculating about issues, a few well pointed questions (as hard as they may be) will get you to the source of issues you may not even know about. The operative words: well pointed.
When’s the last time you asked one of your team members a question and genuinely cared about the answer? What are some ways you can improve your question asking abilities?