Tag Archives: decision making

10 Ways to Be an Effective Leader

shutterstock_282591626What can you do to be the most effective leader you can be? A Center for Creative Leadership report affirms that relationship management,” that’s, “how you interact with others,” is key to leading effectively. How can you assess how you are doing, and then improve?

Start by asking yourself these ten questions:

  1. Do I follow through on commitments?
  2. Do I stay curious in conversations, and listen to others?
  3. Do I mentor others?
  4. Do I give tough feedback in straightforward and relationally savvy ways?
  5. Do I work through conflicts in productive ways?
  6. Am I clear with others about their role in decisions (for example, giving information as input, giving informal advice, giving a recommendation, or participating in consensus-building)?
  7. Do I say when I’m wrong, and apologize when I make a mistake?
  8. Do I explicitly acknowledge others’ achievements and contributions?
  9. Do I actively promote diversity and inclusion?
  10. Do I have a reasonable, sustainable work/outside-work balance?

There are many ways to use the ten questions. For example,

  • Answer each question using a scale: always, most of the time, often, sometimes, no.
  • For every question, ask yourself, how do you know? What information supports your answer? Is there information that contradicts it?
  • Get other people’s input. Your leadership coach can do this through 360 degree interviews or surveys.

In other posts, I’ve explained how to use the Learning Compass as a tool for improving leadership. The Compass, a visual representation of the Learning Cycle, brings awareness to your thinking-learning-doing process. As you follow the steps below, notice that you are moving clockwise around the Compass to learn about your leadership and then commit to action.

  • First, gather information by asking the ten questions. (Compass Northeast: Imagining)
  • Then, reflect on your answers and analyze them by asking, for instance, where am I strong and what are areas for improvement? (Compass East and Southeast: Reflection and Analysis)
  • Next, stand back and reach conclusions. What do your discoveries add up to? (Compass South: Thinking and Synthesis)
  • Finally, make a plan and commit to carrying it out. (Compass Southwest and West: Deciding and Planning for Action)

It isn’t easy to be a leader. Nearly half of new CEO’s fail. The good news is that with attention, and supports like coaching, you CAN succeed.

The Simplest Way to Effective Meetings

Do these sound familiar? Your senior team gets bogged down in discussions without clear outcomes. Board members discussing a difficult issue circle around it, avoiding what is hard. A new team treads cautiously while important decisions wait.

For meeting headway, where do you start? Use sturdy group discussion guidelines, which should:

  • Promote deep thought and clear understanding.
  • Keep discussion focused.
  • Encourage healthy disagreement.
  • Yield clear, actionable decisions.
  • State expectations for running on time and evaluating the meeting.

To promote deep thinking and clear understanding, try these four guidelines:

Merryn works with a group 2011

  • Talk about assumptions.
  • Explain the reasons behind what you say and do.
  • Make statements and invite questions.
  • Be specific, using examples and data.

This set comes from Roger Schwarz, who built on what Chris Argyris and other pioneers noticed about how many assumptions lie beneath what we say. We are not trying to hide anything; we simply take our assumptions for granted. These four guidelines invite us to be aware of our patterns of thought and emotion and then tell co-workers where we are coming from.

In a recent meeting, my client–a non profit COO whom I’ll call Karen–used the word “whiners” to describe employees who raise objections to the change she is implementing. During a career in the air force, she explained, she loved the admonition “no whining,” which she thought was a useful norm. By explaining the basis for her thinking, Karen followed the second guideline.

All four group guidelines invited Karen and everybody at the meeting to get curious: What assumptions are underneath the conclusion that people are whining? Do other group members have different views? If so, what is the basis for them? Surfacing such information helped Karen understand what had been her automatic judgement and opened the door to modifying her change strategy.

Meeting guidelines are nothing new. Yet most leadership teams I work with do not use them. Why? The guidelines that have failed them are the wrong kind. Statements like “Respect each other” do not improve meetings because they merely state good intentions.

Instead, guidelines must describe specific, expected behaviors. You cannot directly see respect, which is the result of several behaviors. In addition, people of different cultures, age groups, etc., have different ideas about how to show respect.

Useful guidelines state particular actions that group members can see and hear. That is why there are four guidelines that remind people to be aware of assumptions and reveal their thinking. Here are more examples of guidelines that describe behavior:

  • Avoid “talking over,” interrupting, and side conversations, including texting and sending emails during meetings.
  • Agree on what important words and acronyms mean.

When I lead groups, I use 16 guidelines that invite everybody to monitor and adjust in a continuous learning loop of heightening awareness, speaking up, then making adjustments individually and together. Consistent use of meeting guidelines are a simple way for groups to learn and model mutual accountability.