Fall Back to Reading with These 9 Thought-Provoking Books

Those of us with a passion for reading (and consider reading an essential part of life) often start the summer with a large pile of books. However, life's commitments intervene, and the pile of books sometimes seems just as high at the end of the summer as it was at the beginning. Today may be the first day of fall, but I completed all of the books in my pile during this past summer: 9 business books featuring memorable insights about leadership, marketing, and customer experiences. I highly recommend that you add them to your fall or winter reading list. A suggested Tweet (or a few) for each book is included at the end of each book's mini review.

BRINGING UP THE BOSS, Practical Lessons for New Managers by Rachel Pacheco
One of the nuggets in this book is the importance of feedback. To quote Pacheco, "To be a great manager, not only do you have to be great at giving feedback, but also, you have to be great at receiving effective feedback from your team." Effective feedback results in quality work. Feedback also leads to employees who feel productive, confident, motivated, fulfilled, and valued. These types of employees climb the corporate ladder and improve the business.

Another important aspect of leading involves a sense of purpose. Pacheco shared a story of a dog pulling a tire. You'll have to read the book for the full story, but suffice it say that the dog was happier when pulling a tire along the beach. Can you say that all your employees have a sense of purpose, and even more importantly, do they understand how their roles impact the entire organization's brand promise?

Lastly, as Pacheco wrote, "When you become a manager, there is a fundamental shift in how you approach your work, and there is a fundamental shift in how others think of you." As a leader, this is something to genuinely understand.

TWEET THIS: Often we are put into positions of management before we're actually ready. ~@rachelbpacheco #LeadershipTip #DebbieLaskeysBlog

TWEET THIS: We have the power to help someone grow, develop, and thrive; we also have the power to overburden, confuse, and wreak havoc. ~@rachelbpacheco #LeadershipTip #DebbieLaskeysBlog

TWEET THIS: What no one ever said: I wish my manager communicated LESS. ~@rachelbpacheco #LeadershipTip #DebbieLaskeysBlog

CHIEF JOY OFFICER, How Great Leaders Elevate Human Energy and Eliminate Fear by Richard Sheridan
Sheridan explained that he wanted to build a joyful company once he was promoted to VP of R&D for Interface Systems in 1997. He wrote, "I wanted to implement this joyful dream in an industry not exactly known for delighting customers or employees - software design...Let's get you to a place where you bound inside those doors (of the office) with enthusiasm and energy and share that with others as the leader. Where those on your team can become leaders in their own right because you've built a culture where leadership can thrive."

Sheridan provided a very good visual. He compared leaders to airplane pilots. "They are responsible for a lot, but they can't do their jobs safely entirely by themselves. They depend on help from others and are aided by systems that keep them as safe as possible while allowing them to get where they are going."

Another memorable visual that Sheridan shared was in a section he called "Own Your Mask." Here's the explanation. As part of a grief counseling session for teens experiencing the loss of family members or friends, they participated in an exercise to write on plastic white masks. On the outside, they wrote "I'm doing okay," "Thank you for asking about me," and similar thoughts. However, on the inside of the masks, feelings were raw, feelings that these teens did not want to share: "I'm lonely," "I'm sad," "I'm angry," and "Why me?"

This was an excellent lead-in to Sheridan's explanation of leaders and THEIR masks. On the outside, the masks may say "strong, confident, competent, ambitious, etc." However, for most leaders, the inside of the mask would look like this: "scared, worried, overwhelmed, stressed."

Sheridan also referenced one of the greatest books of all time, The Giving Tree by Shel Silverstein. If you haven't read it, add it to the top of your reading list immediately! I won't spoil the experience for you - I read it the first time in elementary school, and many times since.

TWEET THIS: Business has to give people enriching, rewarding lives, or it's not worth doing. ~@richardbranson via @tom_peters for @menloprez #DebbieLaskeysBlog

THE EXPERIENCE MAKER by Dan Gingiss
Dedicate "to anyone who has gone out of their way to help a customer," this is a playbook for organizations that strive to add a remarkable customer experience strategy to their day-to-day operations. As Gingiss explained at the outset, "When happy customers share their positive experiences with friends, family, and social media followers, it is far more powerful and persuasive than any brand campaign. But most of the time, companies are so focused on acquiring new customers that they forget to provide positive experiences to their existing customers. This makes things infinitely harder on the sales and marketing teams, which are constantly saddled with higher and higher acquisition goals each year while many existing customers are heading for the competition."

Some of the memorable customer experience stories that Gingiss shared were the IKEA ad for pregnant women, the romance writer who experienced her stories before publishing them, Target's easy-to-assemble media stand, the fresh approach to Instagram by the Musee d'Orsay in Paris, the Savannah Bananas baseball team antics, and the Crock-Pot storyline featured in the February 4, 2018, episode of the amazing TV series This Is Us.

TWEET THIS: One of the easiest ways to improve the #CX is to find the customer pain points and then alleviate them. ~@dgingiss #DebbieLaskeysBlog

TWEET THIS: A common recommendation in #CX is to walk in your customer's shoes. ~@dgingiss #DebbieLaskeysBlog

TWEET THIS: Every interaction a customer has with a brand is a customer experience opportunity. ~@dgingiss #CX #DebbieLaskeysBlog

TWEET THIS: When you go above and beyond to solve a customer's problem, they will love you even more - despite the fact that something went wrong. ~@dgingiss #CX #DebbieLaskeysBlog

MANAGING UP, How to Move Up, Win at Work, and Succeed with Any Type of Boss by Mary Abbajay
Abbajay began the book by explaining, "By learning how to effectively manage those who manage you, you put yourself in the driver's seat and take control of your career...Managing up is not about brownnosing, sucking up, or becoming a sycophant. Managing up is about consciously and deliberately developing and maintaining effective relationships with supervisors, bosses, and other people above you in the chain of command."

First, you need to determine if your boss is an introvert or an extrovert. Then, you need to assess your boss' workstyle personality as well as if he/she/they is a difficult boss, which can be the following according to Abbajay: micromanagers, ghosts, impulsives, narcissists, pushovers, best friends, workaholics, incompetents, seagulls and nitpickers, and truly terrible (psychos, tyrants, bullies). At the end, there is a cheat sheet of 50 ways to manage your manager.

TWEET THIS: We need to know how to manage those who manage us (which is itself a form of leadership). ~@maryabbajay #EmployeeExperience #DebbieLaskeysBlog

FIND YOUR HAPPY AT WORK, 50 Ways to Get Unstuck, Move Past Boredom, and Discover Fulfillment by Beverly E. Jones
Since research has shown that a large majority of people are disengaged at work, Jones shares ideas for re-engaging. She posed the idea that there are three keys to finding satisfaction at work, also known as the three points of the engagement triangle: purpose, people, and performance. She explained, "You can't flip a switch to make yourself feel more contented, but you can steadily, methodically cultivate happiness." Jones ended her book with a list of ten key takeaways for finding "your happy" at work.

PURPOSE: It's easier to love your job if you're working for something that matters more than just a paycheck.

PEOPLE: Your job can feel more satisfying because of your colleagues, your broader circle of clients and professional contacts, and other people you encounter in the course of your career.

PERFORMANCE: You're more likely to love your job if you invest effort in your tasks, build expertise and remain invested in your work, and exercise some autonomy.

TWEET THIS: Remember that you own your career. You can change your work life if you want to. ~@beverlyejones #DebbieLaskeysBlog

TWEET THIS: Having a passion for reading books can help you learn, make you happier, and stimulate your career. ~@beverlyejones #DebbieLaskeysBlog

NOTE: How's that Tweet in reference to my introductory paragraph???

THE JOURNEY TO WOW, The Path to Outstanding Customer Experience and Loyalty by Shaun Belding
As Dave Carroll, singer-songwriter and creator of United Breaks Guitars, explained, "The Journey to WOW was a treat to read. The topic of customer experience can sometimes be dry and formulaic, but Shaun understands that we are all storytellers and so the most effective way to convey important insights is through a well-written story. The difference between perfection and excellence; the importance of delivering consistently high service; being congruent in your brand and understanding that an outstanding customer journey is a never-ending process for the provider; all of those insights are woven tightly inside an engaging character-driven narrative. This book should be required reading for everyone if the customer experience space."

TWEET THIS: There is no end to the journey of creating an outstanding customer experience environment. ~@ShaunBelding #CX #DebbieLaskeysBlog

TWEET THIS: Your internal #CX is as important as your external #CX. ~@ShaunBelding #DebbieLaskeysBlog

TWEET THIS: Customer experience needs to be actively championed at the top. ~@ShaunBelding #CX #LeadershipTip #DebbieLaskeysBlog

MAKING WORDS WORK, A Practical Guide to Writing Powerful Content by Kim Scaravelli
Scaravelli wrote this book for copywriters, content writers, business owners who write content for themselves, folks who have personal projects on the go (like blogs or books), and business leaders who pay others for words. "Keep your notebook open while you read, and if a fire ignites, shift to a keyboard and begin actually writing something. Notebooks are for ideas, not content assembly. The online world is where your words will live, so that's where you should plant them."

Like me, Scaravelli is a fan of reading and believes, "Reading is how you come to appreciate and understand the art of writing." Her tips include: (1) start with an easy time commitment, say 20 minutes a day; (2) highlight phrases and passages that resonate with you; and (3) read hard copy books with paper pages.

According to Scaravelli, "Content that serves a clear purpose is more apt to thrive online." Therefore, content's primary purpose will fit into one of these three categories: (1) informing or educating; (2) entertaining; or (3) inspiring readers to do something.

Scaravelli shared a memorable story to illustrate her writing tip called, "Find Your Angle." In an art class, all students painted basically the same bowl of apples. However, during the class, there was constant shuffling noises of a chair being moved. It turned out that the sketch painted by the student who kept moving her chair had created an aerial view of the fruit bowl - completely unique and much more interesting. As Scaravelli advised, "Your job is not to reinvent the fruit bowl - it's to move the chair."

TWEET THIS: You can't use up creativity. The more you use, the more you have. ~Maya Angelou via @KimScaravelli #DebbieLaskeysBlog

TWEET THIS: Amateurs sit and wait for inspiration, the rest of us just get up and go to work. ~@StephenKing via @KimScaravelli #DebbieLaskeysBlog

TWEET THIS: The secret is to write like you're speaking to an audience of one. Talk to them as though you're seated beside them on the sofa. ~@KimScaravelli #DebbieLaskeysBlog

RBG'S BRAVE AND BRILLIANT WOMEN, 33 Jewish Women to Inspire Everyone by Nadine Epstein with introduction and selection by Ruth Bader Ginsburg
While written by journalist Nadine Epstein, the list of women included in this book were chosen by former Justice of the Supreme Court Ruth Bader Ginsburg during the final year of her amazing life. The women featured include Deborah, the first woman judge in the bible; Emma Lazarus, a poet whose words adorn the pedestal of the Statue of Liberty; Golda Meir, the first and only female prime minister of Israel; Anne Frank, whose diary during World War II became famous; and many more.

According to Epstein, "What (the women in this book) all have in common is that they transcended what was expected, allowed, or tolerated for a woman of their time. They chose difficult or unusual paths and stayed true to their talents and missions despite the obstacles. They achieved what was unimaginable, and the unimaginable led to the advancement of women, to breaking barriers in previously men-only fields, and to changing the world for the better."

TWEET THIS: RBG was determined that this book would be part of her legacy. ~@NadineEpsteinDC #RBG #DebbieLaskeysBlog

READ MY PINS, STORIES FROM A DIPLOMAT'S JEWEL BOX by Madeleine Albright
Written by former Secretary of State Madeleine Albright, this book is a combination of storytelling, history lessons, and images of wearable art from all over the world. Albright explained, “A foreign dignitary standing alongside me at a press conference would be happier to see a bright, shining sun attached to my jacket than a menacing wasp. I felt it worthwhile, moreover, to inject an element of humor and spice to the diplomatic routine. The world has had its share of power ties; the time seemed right for the mute elegance of pins with attitude.”

She explained, “As my pins became more expressive and drew more comments, I had cause to reflect on the relationship between appearance and identity. To what extent, to adopt the old saying, do pins make the woman or, for that matter, the man? After all, the display of pins has never been confined to one gender. Medieval knights wore elaborate jeweled badges that defined their status and conferred a group identity...George Washington sometimes wore a spectacular diamond eagle that included no fewer than 198 stones...Finally, our armed forces also use pins – in the form of ribbons and medals – to convey messages about accomplishments, stature, and rank.”

TWEET THIS: The world has had its share of power ties; the time seemed right for the mute elegance of pins with attitude. ~Madeleine Albright #ReadMyPins #DebbieLaskeysBlog

Before this post ends, I must mention 8 memorable works of fiction that I also read during the summer:
* Confessions on the 7:45 by Lisa Unger
* The Lies I Tell by Julie Clark
* The Pilot's Daughter by Audrey J. Cole
* 22 Seconds by James Patterson
* The Favor by Nora Murphy
* The Younger Wife by Sally Hepworth
* After the Wedding by Laura Elliot
* Movieland by Lee Goldberg

What did YOU read this summer, and what's on your reading list for the fall?

Image Credit: Debbie Laskey’s Library.

Inspirational Leadership Can – And Does – Happen Anywhere

Today is an important day in major league baseball. All players will be wearing the number 42 on their uniforms. The reason is because today is Jackie Robinson Day, and to honor him, all players wear his number. 75 years ago today, he made his debut for the Brooklyn Dodgers as the first black major league baseball player. 

Throughout Jackie’s baseball career and post-baseball business and civil rights career, he was respected for his inspirational leadership and was someone we can all emulate.

So, as we honor Jackie Robinson today, I welcome Daniel Buhr from Minnesota to my Blog. He recently retired from a 34-year career as an EHS information specialist at a Fortune 500 company. For over 20 years, he was involved in leadership development, and in 2015, was a co-author of “Energize Your Leadership.” On social media, he’s known as @Cybuhr. His hope is to broaden our understanding of leadership to see that each of us has the freedom and responsibility to be a leader, and his vision is leadership by anyone, serving everyone. Daniel and I recently had a discussion about leadership, and highlights follow below.

TWEET THIS: Leadership by anyone, serving everyone. ~@Cybuhr #LeadershipTip #EmployeeExperience #EmployerBranding #DebbieLaskeysBlog

QUESTION: We've all heard a million answers, but how do YOU explain the differences between management and leadership?
DANIEL BUHR: Grace Hopper put it well when she said, “You manage things, you lead people.” I would add to that statement: Management is business and is the job of a few. Leadership is life and is the responsibility of all. The leadership of a third-grader in the classroom is just as important as the leadership of a CEO in the boardroom.

TWEET THIS: Management is business and is the job of a few. Leadership is life and is the responsibility of all.  ~@Cybuhr #LeadershipTip #EmployerBranding #DebbieLaskeysBlog

QUESTION: In a post on your blog, you wrote: "Anyone can be a leader. And everyone should be a leader, prepared to lead when the moment calls on them to do so. Therefore, the true image of a leader is as diverse as the entire world’s population. A leader can look like anyone anywhere. Don’t forget to look at yourself." Can you please elaborate?

(Blog post referenced: https://cybuhr.com/2017/06/13/start-seeing-leaders/)

DANIEL BUHR: The stereotypical image of a leader is a man in a business suit. But anyone can be a leader just as they are, so a leader can look like anyone. To help broaden your image of what a leader looks like, when you are in public, look at each person you encounter and think to yourself, “There’s a leader.” “There’s a leader.” When we see each other and ourselves as leaders, it opens our minds to new possibilities.

QUESTION: I was inspired by the post on your blog entitled, "Our Common Ground – Ten Principles for an Open Dialogue." Can you please explain why this should be in a frame on everyone's desk?

(Blog post referenced: https://cybuhr.com/2017/01/28/ourcommonground/)

DANIEL BUHR: There is a great need for respectful dialogue. This time of deep division and strong disagreement makes it hard, but it also makes it all the more important for us to find common ground where we can work together even if we don’t agree. It is respect, not agreement, that brings us to common ground. When we find common ground, then we can take the journey together to higher ground.

TWEET THIS: It is respect, not agreement, that brings us to common ground. ~@Cybuhr #LeadershipTip #EmployeeExperience #EmployerBranding #DebbieLaskeysBlog

QUESTION: What book should every leader read, and why?
DANIEL BUHR: If I had to choose one, I would say “Leadership is an Art” by Max De Pree. A word of caution in selecting a book on leadership is that the majority of books in the “Leadership” section aren’t about leadership at all, they’re really about running a business, and that is something entirely different. The line gets fuzzy because there are books that discuss leadership in the context of business, but they present good leadership principles that are applicable outside of the corporate walls as well.

QUESTION: What three leaders from business or history inspire you, and why?
DANIEL BUHR: Abraham Lincoln for his political savvy. Malala Yousafzai for her courage. Robert Greenleaf for shaping our modern understanding of Servant Leadership. Note that, with each of these three, their leadership did not come from having a position of authority. Yes, Lincoln had a very high position of authority, but it wasn’t his position that made him a leader.

QUESTION: Lastly, one of my favorite quotes about leadership is from author and consultant Mark Herbert (@NewParadigmer on Twitter): “Leadership is a gift, not a position. It doesn’t require you to be the smartest person in the room. It requires you to trust and be trusted – and block and tackle for others.” What does this quote mean to you?
DANIEL BUHR: Being a leader begins with your choice, when you choose to make a difference in and through the lives of others. Leadership also begins with a choice, when others choose to follow. That choice by others to follow is a gift, and it is made in a relationship of trust. The way to build that relationship and that trust is to serve. Service builds trust. Trust builds leadership. As Greenleaf said, a leader is first a servant.

My gratitude to Daniel for sharing his insights and for appearing here on my Blog. And to fellow baseball fans, thank you for joining me in celebrating the legacy of Jackie Robinson today on Jackie Robinson Day!

Image Credit: Photo taken by Debbie Laskey at Dodger Stadium in Los Angeles, California.

Can You Really Manage Your Boss?

Over the last 13 years, thanks to social media, I have had the privilege to meet a variety of amazing marketing, leadership, and customer experience experts. One of these experts is Mary Abbajay from Washington, D.C. We recently discussed managers, leadership, and the overall employee experience, and highlights follow below Mary’s bio.

Mary Abbajay, author of the award-winning, best-selling book, Managing Up: How to Move Up, Win at Work, and Succeed with Any Type of Boss, is the president of Careerstone Group, LLC, a full service organizational and leadership development consultancy that delivers leading-edge talent and organizational development solutions to business and government. Mary is a frequent expert contributor for television, radio, and print publications where she provides practical leadership and career advice. In addition to her role as a Forbes.com contributor, her work and advice have appeared in the New York Times, Harvard Business Review, Fast Company, Forbes, The Wall Street Journal, and many more. Mary is the cohost of the Cubicle Confidential podcast (https://podcasts.apple.com/us/podcast/cubicle-confidential/id1575418679) where she provides weekly career and leadership advice. Connect and follow on Twitter and Instagram @maryabbajay, on LinkedIn at www.linkedin.com/in/mary-abbajay-managingup/,and on her websites at www.careerstonegroup.com and www.managingupthebook.com.

Question: You wrote an article for Harvard Business Review about gaslighting. Can you explain what this is and why it is so harmful in the workplace, as well as what employees can do if they experience this type of behavior from their leaders?
MARY ABBAJAY: Gaslighting is a form of psychological manipulation where a person or group makes someone question their sanity, perception of reality, or memories. They lie, manipulate, demean, and withhold information--and then point the finger at you--making you think that you are the problem. In short, they distort reality and truth and insist that you are the one who is out of touch with reality. This toxic behavior undermines one’s self-esteem, confidence, and sense of reality. Gaslighting is particularly nefarious as this behavior is often subtle and flies under the radar. Gaslighters are adept at operating in subtle, sneaky, and hard-to-prove ways. It’s often your word against theirs, which makes going to other leaders or HR difficult.

If you feel you are being gaslit, here are seven strategies to consider:

(1) Create a record. Take time to document your interactions and conversations. Try to make sure others are present when verbally conversing with the gaslighter--and follow up any action items in an email. Copy others on emails when appropriate. Having documentation will make it harder for your boss to question your sanity and will help you make your case should you decide to escalate the situation to other leaders or HR.

(2) Limit direct contact. Do what you can to minimize interacting with this person. The more you engage, the more opportunity they have to manipulate you. Actively build relationships with other leaders and senior colleagues in your organization who can champion your skills.

(3) Surround yourself with support. Protecting your mental and psychological health is critical. Build a strong support network of friends and colleagues who uplift and encourage you. Consider connecting
with a coach, therapist, or other trained professional to help you keep you strong.

(4) Confront with caution. Gaslighters are likely to use any confrontation to further punish you. Being
backed into a corner by having their lies exposed may cause them to lash out. Tread lightly when
confronting their misdeeds.

(5) Seek new opportunities within your organization. Actively explore other positions in your company. Meet with colleagues and managers in other departments where your skills may translate and make a case for your transition.

(6) Escalate with extreme caution. As master manipulators, gaslighters are adept at covering their tracks so be clear about to whom and how you will escalate. Research your organization’s reputation in
addressing similar employee concerns. Organizations with poor records of supporting employee
concerns don’t bode well and in fact may leave you more exposed to further abuse. If you do escalate,
have your facts in order and be clear about what you want to achieve from that conversation and who is
the best person to help you.

(7) Get out. Sometimes quitting is the best option. Find a new job and company. Your gaslighting boss is not going to change. Nobody should have to work for a toxic boss.

TWEET THIS: Actively build relationships with other leaders and senior colleagues in your org who can champion your skills. –@MaryAbbajay #EmployeeExperience #DebbieLaskeysBlog

Question: On your website, you offer a "Managing Up Survey: Impact of Your Boss in the Workplace." If someone takes the survey, what do you hope is the key take-away?
MARY ABBAJAY: One of the first things one must do to manage up is to take a clear-eyed view of the situation. Take time to really understand who your boss is and who you are. There is a big difference between a difficult boss and a toxic boss. Difficult bosses are stressful, but toxic bosses are dangerous. Learning how to navigate a difficult boss can be a career booster, suffering under the reign of a toxic boss can be a career killer.

Question: Years ago, I had a boss who told me that I needed to lower my expectations regarding the quality of work by employees who reported to me. How would you have handled this situation?
MARY ABBAJAY: This type of feedback is a great opportunity to self-examine one’s leadership style. I would have looked at my management style, my expectations of my team, and their readiness to deliver on those expectations. Was I being too hard on them? Was I asking for a level of quality that was in alignment with organizational priorities? Have I clearly articulated the level of quality needed? And finally, were they ready, willing, and able to meet my expectations? If not, then I would have asked myself, “How could I help develop them?” I would have looked for ways that I could support, teach, and coach my team into higher performance.  

Question: What three leadership books do you recommend all leaders read, and why?
MARY ABBAJAY: Here are my three:

One of my favorite books is The Art of Possibility by Rosamund and Benjamin Zander. It’s an oldie but goodie and explores the connection between creativity and leadership.

I’m also a big fan of Beverly Kaye’s Love ‘em or Lose ‘em. She gives practical tools and techniques to get the best out of people in any situation.

And finally, I’m going to recommend my book, Managing Up: How to Succeed with Any Type of Boss because leaders need to heighten their awareness about what kind of boss they are and the impact of their leadership style on their teams. I’ve been pleasantly surprised by how many leaders and managers have written me to say this book has helped them more accurately articulate their preferences, priorities, and pet peeves with their teams to build more productive and positive relationships.

Question: What leaders inspire you, from business or history, and why?
MARY ABBAJAY: Currently, I really inspired by 31 million small business leaders who have courageously met the challenges of the Covid pandemic. Small business leaders don’t get enough attention in the world even though the majority of Americans work for a small business. It’s time that we start to acknowledge and appreciate their contribution to our economies and communities. Nobody works harder – with fewer resources than a small business owner and leader.

Question: One of my favorite leadership quotes is from author and consultant Mark Herbert (@NewParadigmer on Twitter): "Leadership doesn't require you to be the smartest person in the room. It requires you to block and tackle for others." What does this quote mean to you?
MARY ABBAJAY: This quote is a great reminder that one of the most important things a leader does is inspire, grow, and serve others. Leaders lead people, not things.

TWEET THIS: The most important things a leader does is inspire, grow, and serve others. –@MaryAbbajay #Leadership #EmployeeExperience #DebbieLaskeysBlog

My thanks to Mary for sharing her inspiring leadership insights and for appearing here on my Blog.

To read more insights by Mary about her excellent book, check out this interview:
https://www.actionablebooks.com/en-ca/blog/managing-up-author-interview-with-mary-abbajay/

Image Credit: Debbie Laskey.

Have You Ever Participated in a Leadership Book Club?

In 2018, thanks to Twitter, I met Katherine Spinney, a fellow advocate for effective leadership. We collaborated on two Q&A posts here on my Blog, and we also collaborated on a TweetChat held on Twitter in April 2020 (all three links appear at the end of this Q&A).

During the crazy covid era, Katherine created and led a leadership book club during the summer months of 2021, and I learned a great deal by reading the chosen books and participating in the discussions. However, as time went on, I wondered how Katherine chose six books (out of thousands on the topic), thus the impetus for this Q&A, which follows a brief intro about Katherine.

Katherine Spinney has spent over a decade in executive leadership positions and now has the great privilege of supporting leaders to develop them and their teams more effectively. Through a trademarked model of leadership, Lead with Your MIND, Katherine goes beyond the traditional model of skill development and combines it with work around mindset, investment, and desire. Her vision is to help build leaders' confidence and impact to better serve their teams and ultimately better serve their clients. Katherine believes that work should provide a source of satisfaction, and she is confident that it can and should be possible for everyone. Visit her website at https://www.katherinespinney.com/ and connect on Twitter and Instagram @CoachKat2017 and on Facebook /CoachKat2017.

QUESTION: Why did you decide to create the leadership book club?
KATHERINE SPINNEY: Although I have been an avid reader most of my life, I had never been in a book club. During the pandemic, I was suddenly part of several and loved them! That sparked the idea to create a leadership book club. A central theme in the work I do with leaders is the importance of consistent investment in growth and the exploration of different ways to grow. Reading is just one of these ways, and it can be a powerful one, particularly combined with reflection and discussion with other leaders.  

QUESTION: How did you choose the six books?
KATHERINE SPINNEY: It was a little selfish in that I wanted to choose books I hadn’t read yet (all but one), but mostly I was looking for books that focused on leadership from a variety of perspectives through a variety of voices. One could be considered a classic, while the rest were more recent, but all were highly acclaimed. One focused on management, others on leadership, and some on where the two intersected. One was about the rules (or “laws”), and another was about breaking the rules. Despite the different perspectives, there were consistent themes that I hope became clear to those in the group.

QUESTION: Which book did you enjoy the most, and why?
KATHERINE SPINNEY: I fell in love with “First Break All the Rules” from Gallup, which was not a surprise because I have followed their research for years and really appreciate their approach. As a team leader, it can be so overwhelming, especially at the beginning, and it can be challenging to move beyond the minutiae of the day-to-day. This book challenges us to really get to know our team members, understand what they bring to the table, and then make sure we are giving them every possible opportunity to contribute those gifts. I also really appreciated their framing of talents and their place at work. I highly recommend (and have!) this book to all team leaders.

QUESTION: Which book disappointed you, and why?
KATHERINE SPINNEY: Laws of Leadership was disappointing in some ways. It is a classic, and I suppose it’s easy to pick on the establishment, but there was one moment in particular when the author awkwardly tried to humble himself by drawing an equivalence between his leadership strengths to the many other strengths of his wife. And before he described those strengths, I just knew they were going to be something traditionally feminine and home related, which they were. He lauded her fashion sense and decorating ability, both skills to be sure, but his attempt to make it seem that he believed these to be of equal importance to his leadership skills rang insincere to me. Other concepts in the book seemed outdated, and I did not find the laws particularly inspiring or thought-provoking.

QUESTION: From First, Break All the Rules, what did you think about the Q12 index/statements?
KATHERINE SPINNEY: The Gallup12 came out of extensive research on 1,000,000 workers across the country. The goal was to try and understand what helped people feel satisfied at work. The 12 statements are the result of that research. I share the Gallup12 in my sessions all the time and encourage team leaders to use them in their work with their teams and their individual team members to understand what they need. It is a wonderful tool to spark discussion and improve team leadership and culture.

On a related note, here’s a link to a previous post on this Blog featuring the Q12 Index, in which I interviewed Michelle Braden (@CoachingLeaders on Twitter) in March 2013:
https://www.debbielaskeysblog.com/2013/03/effective-leadership-engaged-employees.html

QUESTION: From John Maxwell's book, which of the 21 irrefutable laws was the most important to you, and why?
KATHERINE SPINNEY: Most (arguably all) of the laws are fairly standard and non-controversial so they all have their place in understanding what makes leadership effective. If I had to choose one that was most important to me, I would choose law #5, The Law of Addition, which simply states that leaders provide value by serving others. This is the entire purpose of leadership and it takes a while for many leaders to embrace that. Traditional views of leadership where one person gets to make all the rules on behalf of those they lead have thankfully been proven ineffective, though unfortunately they continue in practice. When I work with leaders, we spend a lot of time discussing their motivation and vision. If it doesn’t center their team, I know we have a lot of work to do!

TWEET THIS: Leaders provide value by serving others. (Credit to John Maxwell’s Law number 5 – the law of addition.) ~@CoachKat2017 #LeadershipTip #EmployeeExperience #DebbieLaskeysBlog

QUESTION: My favorite book from the six was The Leader's Guide to Unconscious Bias. I would go so far to say that it should be a "must-read" for everyone who works with people. What was your favorite take-away from that book?
KATHERINE SPINNEY: The authors state early and often that confronting unconscious bias is not about placing blame or feeling guilty, but instead, being part of the solution. We are so quick to get defensive at the mere thought of being biased, and the authors do a great job of normalizing this bias while not absolving us of the responsibility to do something about it. I also loved the concept that we are “blind to our blindness” and that we need to work with other people to help us see what we are unable to see.

QUESTION: Did reading these six books further clarify the differences between managers and leaders, or muddy the waters even further?
KATHERINE SPINNEY: Only in the sense that it has deepened my inability (stubbornness?) to see the importance of stressing the difference. Great leaders need strong management skills, and great managers need leadership skills. All the charts and Venn diagrams on the subject have done nothing but reinforce my belief that it is a false dichotomy and one that does not help those in important positions to support and serve others.

TWEET THIS: Great leaders need strong management skills, and great managers need leadership skills. ~@CoachKat2017 #LeadershipTip #EmployeeExperience #EmployerBranding #DebbieLaskeysBlog

My gratitude to Katherine for creating and leading an incredibly insightful leadership book club and for appearing here on my Blog – here’s hoping that she creates and leads another book club one day soon!

Image Credits: Debbie Laskey and Katherine Spinney.


ADDITIONAL READING:

2021 Q&A:
Leadership Is ALWAYS About Those You Lead!
https://www.debbielaskeysblog.com/2021/02/leadership-is-always-about-those-you.html

2018 Q&A:
How Can Leaders Help Employees Exceed Expectations? It’s All About the Culture!
https://www.debbielaskeysblog.com/2018/08/how-can-leaders-help-employees-exceed.html

2020 TweetChat Highlights:
https://wakelet.com/wake/tqlW4MASG2XSO4B4WTJg6

Is There a Cookie-Cutter Mold for Leaders?

Over the last 13 years, thanks to social media, I have had the privilege to meet a variety of amazing marketing, leadership, and customer experience experts. One of these experts is Lori Dernavich from New York. We recently had a discussion about leadership, and highlights follow below Lori's bio.

Lori Dernavich is a Leadership Development Advisor and Executive Coach. She partners with leaders and their organizations to develop the skills they’ll need to scale. With additional background as a food scientist and psychotherapist, Lori’s background gives her an in-depth understanding of a wide variety of personalities, functions, and industries. Connect and follow on Twitter (@LoriDernavich), and on her website at  www.loridernavich.com.

QUESTION: Since the Covid-19 pandemic began in early 2020, how has it impacted the role of leadership?

LORI DERNAVICH: COVID has certainly required more from leaders. They’ve had to go well beyond managing day-to-day activities and become laser-focused on clearly communicating vision, context, intentions, expectations, and accountability. Great leaders have recognized the necessity of paying attention to employee mental and emotional well-being too. I often coach leaders in the lifescience and biotech industries. Many of these leaders come from academia, where they weren’t taught how to be strong leaders. The COVID silver lining is watching these folks step up their leadership game quickly and wonderfully.       

TWEET THIS: Great leaders have recognized the necessity of paying attention to employee mental and emotional well-being too. -@LoriDernavich #LeadershipTip #EmployeeExperience #DebbieLaskeysBlog

QUESTION: How do you differentiate between management and leadership?

LORI DERNAVICH: In my opinion, management is about the work people are doing. Leadership is more about the people doing the work. Management is about taking care of the day-to-day management of work, like creating and managing timelines and tasks. Leadership is about caring and growing the people you hope will want to follow you.

TWEET THIS: Leadership is about caring and growing the people you hope will want to follow you. -@LoriDernavich #LeadershipTip #DebbieLaskeysBlog

QUESTION: How can people without grandiose titles lead others and/or make a positive impact in the workplace?

LORI DERNAVICH: People can become leaders long before they ever have direct reports. To make a positive impact, build your network within the organization to build your personal brand. Great leaders get rid of obstacles so their direct reports can focus on their jobs.

Think about how you can be of value and remove obstacles for others. That could be as simple as offering to schedule meetings, taking and distributing meeting notes, or staying late to help finish a project.

TWEET THIS: People can become leaders long before they ever have direct reports. -@LoriDernavich #LeadershipTip #EmployeeExperience #DebbieLaskeysBlog

QUESTION: How can a CEO be an effective brand ambassador?

LORI DERNAVICH: A CEO needs to be passionate about their company to the outside world, but it’s just as necessary for a CEO to show that passion internally too. Whether you’re charismatic or not, meet with employees. Ask them what they like about working there, what they wish they could improve, and whether they’d recommend the company to a friend. Show employees you care about them and that they’re integral to the company’s success.

QUESTION 5: To quote Peter Drucker, “There may be born leaders, but there surely are far too few to depend on them. Leadership must be learned.” What does this quote mean to you?

LORI DERNAVICH: We must invest in employees at every level of a company. There is no cookie-cutter mold for leaders. Give me someone who is open to always learning, shows humility, and exhibits empathy, and the rest can be taught. Actually, while empathy comes naturally for some, I even think it can be learned.

TWEET THIS: There is no cookie-cutter mold for leaders. -@LoriDernavich #LeadershipTip #EmployeeExperience #DebbieLaskeysBlog

QUESTION: One of my favorite leadership quotes is from author and consultant Mark Herbert (@NewParadigmer on Twitter): “Leadership doesn't require you to be the smartest person in the room. It requires you to block and tackle for others.” What does this quote mean to you?

LORI DERNAVICH: Empathy, removing obstacles, believing in your people, and being willing to go to bat for them.

My thanks to Lori for sharing her inspiring leadership insights and for appearing here on my Blog. Is anyone else craving cookies now?

Image Credit: Wordswag app.

The Alignment Between Leadership, People and Culture

Over the last 12 years, thanks to social media, I have had the privilege to meet a variety of amazing marketing, leadership, employee experience, and customer experience experts. One of these experts is Siobhan O’Leary from New York. We recently had a discussion about leadership and corporate culture, and highlights follow below Siobhan’s bio.

Siobhan O'Leary is an experienced and highly regarded executive coach, leadership development professional, and people and culture strategist. In 2019, she relaunched Aubergine Partners, LLC. From 2013-2019, she served as Senior Vice President of People and Culture at Convene, an Innovative Workplace Hospitality Company. Under her leadership, Convene was recognized by Smart CEO magazine, receiving the Top Company Culture Award; 2017’s #11 Fortune Magazine Great Places to Work; and in 2018, Inc. Magazine named Convene Best Workplace. Siobhan previously spent over 25 years as a human resource executive, predominantly in the luxury hospitality field and held senior level positions with Hyatt Hotels, Four Season Hotels & Resorts and The Carlyle, a Rosewood Hotel, and Rosewood Hotels and Resorts Corporate. Connect and follow on Twitter (@AubergineCOACH), on LinkedIn (https://www.linkedin.com/in/siobhanholeary), and on her website at https://aubergine-partners.com.

QUESTION: How do you explain the difference between management and leadership?

SIOBHAN O’LEARY: To achieve the high-quality organizational performance that is characteristic of high-performing organizations, it is necessary to master leadership and management simultaneously. Despite potential overlap between these roles in practice, they are different and require different skills and competencies.

Leading involves creating a vision, mobilizing people around that vision, and motivating them to actively contribute to its implementation. Management is about implementing this vision. Management provides a step-by-step approach to strategic planning and decision-making and is usually focused on the short-term. In leadership, the focus is on the long-term development of an organization and its people. It is often more concerned with motivating the organization to accomplish its goals.

The concept of management is concerned with organizing an activity from conception to completion, such as, planning, organizing, directing, etc., whereas, leadership involves a broader concept of people and their motivation to achieve goals. A leader works “in service” to the organization, protecting and driving the long-term direction of the business.

QUESTION: How do you convince your clients about the importance of having an inspiring employer brand?

SIOBHAN O’LEARY: To attract and retain talent, employers today must develop compelling employer brands in an increasingly mobile workforce.

You can make a tangible statement about your company's culture and identity with employer branding. It reflects who and what you are as an organization. Candidates' perceptions, behaviors, attitudes, and decisions are affected by the way you brand your employer image.

Prospective employees nowadays research companies and read more than just the annual report/promotional materials. The success of a company is commonly acknowledged to depend heavily on its employees. So, in order to build a talent pipeline for their businesses, employers need to leverage their employer brand as an effective and engaging first touchpoint with candidates. A positive employer brand helps to engage, motivate, and retain employees. With increased engagement and loyalty, companies increase profits. This means a win-win for the organization and employees. As a result, engaging new talent and retaining the best talent require employers to use their employer brand as a competitive advantage.

TWEET THIS: Engaging new talent and retaining the best talent require employers to use their employer brand as a competitive advantage. –@AubergineCOACH #EmployerBranding #DebbieLaskeysBlog

QUESTION: Which three leaders inspire you, from business or history, and why?

SIOBHAN O’LEARY: Here are my three:

Isadore Sharp, Founder and Chairman, Four Seasons Resorts & Hotels.
Isadore Sharp was an early influence in my career. Four Seasons had only 13 hotels at the time. His constant commitment to the “Internal guest” (employees), as he insisted we were, was unfailing. He started out in Toronto, the son of a modest builder from Poland. He believed in what I call failing forward, listening “between the lines,” and truly proved the significant ROI on employee experience.

Ruth Bader Ginsberg, Supreme Court Justice – aka, The Notorious RBG
Clearly, I am not alone in identifying RBG as an inspiration. I suppose the characteristics that inspire me about her are synonymous with those of my mom. Prompted by their own experiences, they began to take on initiatives for the greater good. On a more personal level, the inspiration is truly how she (and my mom) connected with people individually to deeply understand, acted with humility, and never compromised doing what was right. Beyond those traits that are the obvious, is the respectful, calm approach with which she communicated, with tenacity and yet never offensive. Her ability to bring people together regardless of differences and disarm uncomfortable moments to be productive or enjoyable is something that creates more productive and empathetic conversations. Not to mention the incredible sense of humor which my mother taught me is truly a gift that creates success.

Chris Johnson, CEO Rackson Restaurants and
Chris Kelly, Co-founder and former President, Convene
These are two incredible leaders I currently work with and have worked with in the recent past, respectively. I mention them together mainly because of the commonality in their passion for building companies on a strong people philosophy; having the insight and commitment to recognize values are the cornerstone for a successful and sustainable organization; of course, providing the pallet to create a people platform, build into this philosophy and more importantly live the philosophy (bringing it to life). As with most things in life, there are no accidents.

My fantastic chapter with Chris Kelly led me to Chris Johnson. Chris Kelly insisted that our team members are the “CEO” of their households, and transparency with our business and commitment to our values will create true engagement and a sense of ownership.

Chris Johnson, similarly, leads Rackson Restaurants in service to our store managers. He believes our general managers are operating as entrepreneurs of their piece of the business and through common values and tools we create opportunities for THEIR success, ultimately, OUR success. Chris Johnson inspires me daily, reminding me that we are building a company to be part of the communities where we operate and create opportunities for people to learn and grow. Whether they continue with Rackson or move on, we (Rackson Restaurants) are a part of the learning journey.

A little clarity: I currently work at Rackson Restaurants as Chief People Officer. Therefore, I refer to Rackson Restaurants' store managers when I use the term "our store managers." By "we (Rackson Restaurants) are a part of the learning journey," I mean Rackson Restaurants remains a part of our store managers' learning journeys through their time with us regardless of whether they stay with us or not.

QUESTION: When President Obama introduced Janet Yellen as the new Federal Reserve Chair in October 2013, he said, "Janet Yellen is a proven leader who knows how to build consensus, the kind of person who makes everybody around her better." Certainly, President Biden remembered this when nominating her as the first woman Secretary of the Treasury. What three characteristics do you think are necessary to create a consensus-builder?

SIOBHAN O’LEARY: Habitual good judgement, ability to listen intuitively, and ability to admit failure and learn.

QUESTION: You shared a quote from Sheryl Sandberg on Twitter: "Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence." What does that quote mean to you?

SIOBHAN O’LEARY: Being a good leader comes from not just being powerful, but from creating significant, productive spaces for others to grow. Leadership can mean different things to different people, but at its core, it rests on one simple principle: Influence. It's about connecting with others, building strong relationships, and inspiring people to do their very best work. Effective leaders know that every word, action, or decision has a profound effect on those in their sphere of influence. These leaders use this awareness, along with key insights, on establishing values-based environments to drive behavior toward high performance. To me, Sheryl's quote underscores the importance of being aware of oneself and others. Creating a positive impact triggers a domino effect that drives everyone to success.

TWEET THIS: Leadership is about connecting with others, building strong relationships, and inspiring people to do their very best work. –@AubergineCOACH #EmployerBranding #DebbieLaskeysBlog

QUESTION: One of my favorite leadership quotes is from author and consultant Mark Herbert (@NewParadigmer on Twitter): “Leadership doesn't require you to be the smartest person in the room. It requires you to block and tackle for others.” What does this quote mean to you?

SIOBHAN O’LEARY: My understanding of that quote means that the goal of leadership is to understand the nuances of each person's job, making way to create a clearer path to success for them. There will be times when you have to work with people who lack the aptitude to do the job themselves. Leadership demands that you step in and support them.

To lead, one must not simply be the smartest person in the room per se; it’s also about being on the frontlines with your team: supporting, coaching, holding them accountable, and making sure that they feel supported. Good leaders help get others to the finish line. They create trust and team spirit. Every day, they strive to help those around them succeed.

TWEET THIS: Good leaders help get others to the finish line. –@AubergineCOACH #LeadershipTip #EmployeeExperience #EmployerBranding #DebbieLaskeysBlog

TWEET THIS: Every day, leaders strive to help those around them succeed. –@AubergineCOACH #EmployerBranding #LeadershipTip #DebbieLaskeysBlog

My thanks to Siobhan for sharing her business insights and for appearing here on my Blog. Also, a shout-out to Sherry Lawal for her much appreciated assistance.

Image Credit: Jonathan Chng via Wordswag app.

Management, Leadership, and Consensus

Few of us recall our first Tweet, our first Facebook post, or what our initial LinkedIn profile looked like. However, I vividly recall the first few folks I met thanks to social media. 

Eleven years ago, Doug Dickerson, a leadership blogger, trainer, author, and speaker first appeared here on my Blog in 2010, after I read his inspiring book, Leaders Without Borders: 9 Essentials for Everyday Leaders. Doug has more than 30 years of experience in various leadership positions, and he strives to inspire others to become better equipped as leaders. He is a member of the John Maxwell Team and contributes to various newspapers, business journals, and websites around the world. Connect with Doug on Twitter at @DougDickersonSC, on Facebook at @CardinalPointLeadership, on Instagram at @DougDickerson1, and visit his site at www.DougDickerson.net.

With leadership always a hot topic - especially in the covid era and the accompanying changes to the workplace and leadership, it's a good time for another Q&A with Doug, and highlights follow below.

QUESTION: Since the Covid-19 pandemic began a year ago, how has it impacted the role of leadership?
DOUG DICKERSON: Covid impacted leadership in many ways. Most notably, the way in which we as leaders interact with others. One of the hallmarks of leadership is relationships, and the way in which we establish and maintain them is through personal interaction. Because of Covid, everyone had to pivot and learn how to keep personal connections strong even though it was done via Zoom or other platforms.

QUESTION: How can a President/CEO become an organization's number one brand ambassador?
DOUG DICKERSON: I believe that the best way for a President/CEO to be the number one brand ambassador is by always keeping the vision and mission at the forefront of everything they say and do. It’s easy to lose sight of what your organization is all about if it's not being regularly communicated. This person must be proactive about reminding his or her people of who they are, what they do, and why it matters.

QUESTION: How do you differentiate between a leader and a manager?
DOUG DICKERSON: Someone once said that you manage things, you lead people. Good management requires good leadership. Managers oversee the work/projects of the organization and that requires people skills. Sadly, many wait too long to begin leadership training, and thus, put the organization at a disadvantage. Good management coupled with sound leadership skills can be of tremendous benefit to any organization.

QUESTION: When President Obama introduced Janet Yellen as the new Federal Reserve Chair in October 2013, he said, "Janet Yellen is a proven leader who knows how to build consensus, the kind of person who makes everybody around her better." What three characteristics do you think are necessary to create a consensus builder?
DOUG DICKERSON:A strong consensus builder, I believe, possesses these three qualities:
(1) They are inclusive. They bring many voices to the table and seek out the input of others.
(2) Trust. Without trust, it will be hard to build or sustain consensus in an organization.
(3) Communication. Smart leaders regularly communicate with their team members to build consensus and keep morale strong.

TWEET THIS: A strong consensus builder brings many voices to the table and seeks out the input of others. -@DougDickersonSC #LeadershipTips #EmployeeExperience #DebbieLaskeysBlog

QUESTION: What’s your favorite leadership quote and why?
DOUG DICKERSON: My favorite leadership quote is by Lao Tzu: "A leader is best when people barely know he exists. When his work is done, his aim fulfilled, they will say: we did it ourselves."

I like this quote so much because it speaks of a leader who empowers his people, puts them in the spotlight, and has them believe they did it all themselves - which is the primary aim of the leader. It speaks of a leader's humility, not seeking all the credit and glory for himself.

QUESTION: One of my favorite leadership quotes is from author and consultant Mark Herbert (@NewParadigmer on Twitter): "Leadership doesn't require you to be the smartest person in the room. It requires you to block and tackle for others." What does this quote mean to you?
DOUG DICKERSON: What this quote means to me is that we are all a part of something larger than ourselves, and it’s not about me. I want to add value to those around me, and the greatest way I can do that is by serving others.

TWEET THIS: We are all a part of something larger than ourselves, and it’s not about me. -@DougDickersonSC #LeadershipTips #EmployeeExperience #DebbieLaskeysBlog

My gratitude and appreciation to Doug for again appearing on my Blog and for sharing his inspiring leadership insights.


Check out Doug's previous appearances on this Blog:

A Review of “Leaders Without Borders: 9 Essentials for Everyday Leaders” (2010)
http://debbielaskey.blogspot.com/2010/10/review-of-leaders-without-borders-9.html

What Yahoo's Recent Scandal Says About Leadership (2012)
https://debbielaskey.blogspot.com/2012/05/what-yahoos-recent-scandal-says-about.html

Tips to Develop Your Leadership Legacy (2018)
http://debbielaskey.blogspot.com/2018/07/tips-to-develop-your-leadership-legacy.html

Leadership Is a Marathon, Not a 100-Yard Dash (2019)
https://debbielaskey.blogspot.com/2019/08/leadership-is-marathon-not-100-yard-dash.html


Image Credit: Debbie Laskey.

Good Leaders Inspire Others

 

Over the last decade, thanks to social media, I have had the privilege of meeting inspiring marketing, branding, customer experience, leadership, and social media experts. One of these experts is Lynn Scott, a leadership coach based in the UK and France. We recently had a discussion about leadership, and highlights follow Lynn's introduction.

Lynn works with entrepreneurs, leaders, and teams to help them beat overwhelm, build confidence, and cut out all the noise. She’s founder of the Effortless Leader Revolution – a lively and supportive Facebook community full of ideas, inspiration, resources, and answers. She’s known for her powerful insights, no-nonsense guidance, and her ability to cut through the  BS  ‘stories’ that keep wonderfully talented  people from doing their best work. Visit her website at https://www.lynnscottcoaching.co.uk/, her Facebook group at https://www.facebook.com/groups/effortlessleaders, and connect on Twitter at https://twitter.com/lynnthecoach.

QUESTION: Take a look at the featured quote for this post's Q&A. How do you coach leaders who may not embrace the quote? (Fun fact: the quote was in a frame that was prominently placed on President Ronald Reagan's desk in the Oval Office during his two terms in the White House.)
LYNN SCOTT: Leaders who are only interested in their own success/career progression can and do create a toxic work environment. Leaders need to understand the impact of this behaviour – it doesn’t empower people, it breaks trust and ultimately, it can be career limiting for them in the long run.

My role as a coach is to give honest feedback about their impact and help them understand the importance and power of winning hearts and minds. And show them what this looks like in practice on a daily basis. But as with most things, they must genuinely want to change and not just pay lip service. People can see through fakery very easily.

It’s important to note though, that some leaders (often women in my experience) are shy about recognizing or sharing their personal achievements. Whilst it’s right that they acknowledge the team effort, they also need to own their own success and the leadership they demonstrated that led to success.

QUESTION: How do you explain the difference between management and leadership?
LYNN SCOTT: I’m not in the ‘leadership is x and management is y’ camp. If we lead a team, however small and whatever our title, we need to demonstrate leadership. Very simply, a good leader inspires others to do their very best work. People often ask me ‘how do I know how to motivate people to do this?’ My answer? Ask them! And really listen to the answers.

Someone who spends all their time being ‘busy’ with emails – ‘doing,’ reacting and firefighting rather than leading – is not someone many of us want to work for. And yet too many leaders are slaves to the inbox or the immediate at the expense of the work that really moves the dial.

So, a question we need to be asking ourselves always is ‘How should I be spending my time so others can spend their time in the best way too?’

TWEET THIS: A good leader inspires others to do their very best work. ~@LynnTheCoach #LeadershipTip #EmployeeExperience #EmployerBranding

 
QUESTION: How can a President/CEO become an organization's number one brand ambassador?
LYNN SCOTT: Let people know HOW the brand contributes to the world – this can be at a community level or globally or both. If you have corporate values, live them every day – actions speak louder than words, and you’ll be judged by your actions not your fancy mission statement. When things go wrong, own it, and say what you are doing to make things better. And finally – ask your staff this question!

QUESTION: What book should every leader read, and why?
LYNN SCOTT: Time to Think by Nancy Kline. Busyness has become such a badge of honour that we’ve forgotten the importance of thinking well, listening well, and being ‘thinking partners’ for others. And yet, there is nothing more powerful than feeling heard. This is a book I go back to again and again.

QUESTION: Which two brands impress you as examples of inspiring employer brands, and why?
LYNN SCOTT: I’m going to choose two very different brands based on my personal experience.
 
The first one is Kajabi – constantly improving their service to customers, totally honest when they screw up (which they have done recently) and responsibility taken by the President to make the necessary changes and improvements in a very personal series of emails (no hiding behind lessons have been learned corporate BS).

The second one is my accountancy firm for the last 20 years. Russell Smith Accountancy – a real ‘can do’ attitude demonstrated by all staff particularly during COVID and Brexit. Clear guidelines around how they treat their customers, a totally ‘can-do’ attitude and a lot of opportunities for young, talented people to grow and develop within the business.
 
QUESTION: Your E-Book, The Effortless Leader Revolution, features two important questions that a leader must ask his/her/their team on a regular basis? Can you share the two questions and provide some explanation?
LYNN SCOTT: Question number one: “What can I do, starting today, to be a better boss/leader/manager”? When you get an answer to that question all you need to do is say “thank-you” and then: “If I started to do that, what would the impact be?” (On you, your team, our results, etc.)

Question number two: “When I’m operating at my very best, adding real value to you and the business, what specifically am I doing?”

There are a few reasons I chose these questions. Firstly, they’re simple. Secondly – people don’t see our good intentions, they ONLY see the impact they have. So, understanding others’ perspectives helps us see where we’re getting it right or missing the mark, and we can decide what, if anything, we want to change. Third – we should encourage open and honest feedback at every level because it helps everybody to grow and develop. Celebrating success does a lot for building morale and well-being.

If you are then very public about what, if anything, you are going to change and what help you need from those around you, this shows you are open, honest, transparent, and willing to learn.

By the way, if you’re reading this and you’re thinking ‘I don’t think people would tell me the truth if I asked those questions,’ you’ve got a problem with your culture, your leadership, or with trust and psychological safety. That should be a big red flag for you.

My thanks to Lynn for appearing here on my Blog and for sharing useful take-aways for all leaders and teams to improve their leadership skills.

Image Credit: Ronald Reagan Presidential Library.

How Will Your Team Decide If You’re a Good Leader?

It's time for a three-peat appearance by Ron Thomas since he appeared here on my Blog in 2011 and 2015. Ron's specialties are human resources and leadership, and his international experiences are both eye-opening and inspirational. Ron and I met on Twitter in 2011 when social media was still relatively new. We spoke by phone when he was based in New York, and he soon moved to the Middle East to work for a company that recruited him via social media. I’m thrilled to welcome Ron back to my Blog. Highlights of our discussion follow his bio below.

Ron Thomas is the Managing Director of Strategy Focused Group, an international consulting firm based in Dubai and Singapore. He was the former CEO of Great Place to Work-Gulf and CHRO of Al Raha Group, based in Riyadh. Previously, he worked in senior level roles for IBM, Martha Stewart Living, and Xerox HR Services (HR Consulting) in the United States. He is a visiting Executive Faculty member at the Global Human Resources Leadership Institute at Howard University School of Business in Washington, D.C., and an Adjunct Facilitator at American University in the Emirates, Dubai. Ron was named as one of the 50 Most Talented Global HR Leaders in Asia, and his work has been featured in The Wall St. Journal, Inc. Magazine, and numerous international HR magazines covering Africa, India, and the Middle East. Ron is a sought-after speaker throughout the Middle East, Africa, and Asia Pacific Region and USA. Connect and follow on Twitter @ronald_thomas.

QUESTION: From your experiences since March, how has the Covid-19 pandemic impacted the employee experience in Dubai?

RON THOMAS:
Like the world over, it has had a tremendous effect. Since my work covers the Middle East, Africa, as well as Asia, the impact has been jarring. Inadequate workspace in the home, slow internet speed, entire families home with parents working, and children being schooled all in one space. However, on the flip side, commuting time has been drastically cut, and there is the possibility of more work-life balance.  

Organizations should begin developing managers for the new WFH/WFA dynamic (work from home/work from anywhere). Virtual management skills are different from in-person. Zoom burnout is much talked about as being the default method of communications. I have tried and successfully shifted back to personal calls as needed and have advised my clients to do the same as needed. The default communication should NOT be Zoom.

QUESTION: You appeared here on my Blog in a Q&A back in 2011. With that in mind, I'd like to circle back to a question I asked you then to see if your perspective has changed: What are the five most important qualities of a good leader?

RON THOMAS:
One thing that Covid has showed a lot of leaders is that leading in a crisis is a lot different than leading in a normal environment. I have heard from numerous leaders that it has exposed the lack of skills needed in managing in ambiguity, decision-making, etc. While on the other hand, some leaders and “non-leaders” have stepped up to fill the void. The past few months have shown the cracks in the armour of leadership that will have to be addressed while It’s hot.   

That being said, my five qualities of Covid Leadership are:
(1) Empathy
As workers return to the workplace, leaders will become counsellor-in-chief in many ways, whether they like it or not. Indeed, this tragedy has touched so many in such profound ways that many workers will be essentially working while grieving. Empathy must be authentic, which means that a lot of managers are not equipped for that role. Developing them is key.

(2) Candor
Be honest. If you led with honesty pre-Covid, you will be fine as long as you stay the course. While honesty has always been an important leadership trait, this moment requires another level of honesty – candor. Arguably, the best antidote for a workplace climate of anxiety and cynicism is being honest and open. People respond so much better to the known, than the unknown. Managers should be open, and their people should feel this as truth being spoken. “We are all in this together” is the mantra for Dubai citizens.

(3) Communication
Communicate, communicate, and communicate some more. “Information is the oil that greases an organization and keeps it running smoothly,” Klann says. “This is especially true during a crisis.”
Repeating and reinforcing information on a daily basis and via multiple delivery methods helps it to sink in and be retained.

“Remember, when information regarding what is happening is scarce or non-existent, people revert to gossip and rumours.” I learned this when I was VP of HR at Martha Stewart Living, when she was convicted. An employee told me one time “I spend 8 hours a day at this office and nobody is addressing this issue and what it means for employees. I have to go home and watch the news to get information as to what is happening although I just left there.”

(4) Listening – Be an Active Listener!
Don’t focus only on the words that your employee is using; nonverbal cues can convey essential information if one knows how to read them. Look out for changes in intonation, volume, pace, and flow – and keep an eye on facial expressions and body language. All of these can be quite informative and reveal a lot. Think of it this way: if you have kids or you are married, you can sense when something is wrong by the responses. STAY WOKE.

(5) Collaboration
Bring your team closer in your decision-making. Ask their advice, seek out their opinion more. Create an environment where they feel trust.

TWEET THIS: The five most important qualities of a good leader are empathy, candor, communication, listening, and collaboration. –@ronald_thomas #COVID19 #leadership

QUESTION: You also appeared on my Blog in 2015. I'd like to circle back to a question I asked you then to see if your perspective has changed: We agree that, for all new employees to be successful, an effective onboarding strategy must be implemented. What are your three must-have tips to all businesses when it comes to creating effective onboarding strategies?

RON THOMAS:
Imagine getting invited to someone’s house and when you turn up, it is a lukewarm welcome, you feel like they are looking at their watch until you leave. That was my experience at a former company. It was the worst experience ever, and I said then that if I had the opportunity to run this program, I would fix it. When the opportunity did come, we built an award-winning Onboarding program that was profiled in “Creative Onboarding Programs” book.

Three Must-Haves:
(1) Make them feel welcome and correct that they chose the right company.
(2) Check-in at the end of the first week and every month thereafter. At the end of the quarter, bring back a cross section of the new hires. Mission is to find out how are things and how could they be better. Those check-ins should last one year.
(3) Think of them as new customers and not new employees. This will alter your thinking and re-frame the conversation.

QUESTION: You wrote a recent post entitled, “You’ll be a better leader and manager if you don’t believe the hype.” Can you please elaborate?

RON THOMAS:
“I know that I am a great manager.” When I hear that phrase, I am looking at possibly a candidate for the worst manager. Your team will brand you as a great manager, it is not self-anointing. Leadership branding is earned over a period of time. It is a journey NOT a one-time event. My test is to go back to previous jobs and count the number of people that you still keep in touch with. How many of them reach out to you to keep you abreast of their career or to seek career advice? How many of them still count on you as their coach?

TWEET THIS: Your team will brand you as a great manager, it is not self-anointing. –@ronald_thomas #LeadershipTips #EmployeeExperience

QUESTION: You included a business tip in a recent blog post: “My rule is that if the email goes back and forth twice, I get up, walk over or pick up the phone to get the issue resolved.” Of course, that was pre-Covid, but once we are in the post-Covid world, it will become relevant again. Can you please elaborate?

RON THOMAS:
Since the phone was invented, it was the go-to tool to keep in touch. Covid has driven everyone to video calls, but if you are like me, the visual portions add an extra layer of stress. I have found that just picking up the phone is better for clarification or just to check in. Because every call should not be just about business. Remember how we react when we notice certain calls pop up. Do we eagerly pick up or do you, like me, respond by saying “Not now, I will deal with it later.” Create the relationship so that you are in the former category.

My extreme gratitude to Ron for sharing his leadership insights from across the miles.

Image Credit: Gratitude to Josh Winters of The Brooks Group (@TheBrooksGroup on Twitter).

Blog post referenced in #4:
http://www.strategyfocusedhr.com/youll-better-leader-manager-dont-believe-hype/
 
Blog post referenced in #5:
https://www.hrzone.com/community/blogs/ronald-thomas/when-it-comes-to-good-management
 
Blog post Q&A in 2015:
https://debbielaskey.blogspot.com/2015/02/lead-and-then-get-out-of-way.html
 
Blog post Q&A in 2011:
https://debbielaskey.blogspot.com/2011/04/tactics-for-welcoming-new-employees.html

Lastly, if you are interested in taking a job in a foreign country, read Ron’s tips on the TLNT website:
https://www.tlnt.com/what-i-learned-from-my-life-as-an-expat-hr-leader-in-saudi-arabia/

To Lead or To Manage, That is the Question?

I would like to re-introduce John Baldoni to my blog. I met John on Twitter in 2009, and over the last nine years, I've gained incredible insights as a result of his Twitter feed, blog posts, e-newsletters, videos, and books. A review of one of his books appeared on my blog back in 2014, and you can read the review by clicking here. Recently, John and I had a conversation about leadership, and highlights follow below his bio.

John Baldoni is an internationally-recognized leadership educator and executive coach, and speaks throughout North America and Europe. He’s the author of more than a dozen books, including MOXIE: The Secret to Bold and Gutsy Leadership, Lead with Purpose, Lead Your Boss, and The Leader’s Pocket Guide; and his 13 books have been translated into 10 languages. John writes regularly for Forbes.com and produces a video coaching series for SmartBrief. Visit www.johnbaldoni.com and connect on Twitter @JohnBaldoni.

QUESTION: What are the key differences between the roles of management and leadership?
JOHN BALDONI: Check out the image for a useful visual explanation.

QUESTION: What is the most memorable thing you learned from a boss, and how has that lesson shaped your career?
JOHN BALDONI: The job is not finished until we do a debrief. This is the principle behind the After Action Review which our military has been practicing since the time of the Civil War. In fact, there is a library of sorts at the U.S. Army War College that is a collection of “lessons learned.” During a review, you will learn what you did right, what you did wrong, and what you can do better the next time.

QUESTION: One of my bosses told me that I should “lower my expectations” of the employees I supervised. How would you have responded to that directive?
JOHN BALDONI: Get a new boss. You get what you put into your leadership. Consider what you are working with. Focus on creating conditions for people to succeed. Set expectations. Provide resources and support. Challenge and coach. Those who respond will succeed; those who do not may not be right for your team.

QUESTION: How can leaders maintain a digital footprint (i.e., use social media) while simultaneously setting a positive example?
JOHN BALDONI: Technology is neutral. As the novelist Phillip K. Dick reminds us, it’s what people do with technology that can be nefarious. Visit your people face to face. Make them feel that you are interested in them. How? Listen, listen, listen. Some of the finest senior leaders I know visit people where they work, even when it means traveling. Know the kaizen principle of “gemba” — where the work is done.

Nothing makes an executive look smaller than using social media to air grievances, particularly ad hominem attacks. Not only do they make the executive look petty and weak, they tarnish the reputation of the organization from which they work. Be smart. Don’t use social media to gripe. Use it to converse.

QUESTION: What is your favorite leadership quote?
JOHN BALDONI: Here’s one from Abraham Lincoln: 
“I like to see a man proud of the place in which he lives. I like to see a man live in it so that his place will be proud of him.”
___________

My gratitude and appreciation to John for re-appearing on my Blog and sharing his timeless leadership insights!

Image Credit: John Baldoni.

Defining "Leadership Brand" and More Insights from Mark Herbert

It's time to feature one of my favorite leadership experts on my blog again. Mark Herbert and I met back in 2011 as a result of our social media activities, and I was immediately impressed by Mark's insights gained by more than 30 years of experience as an HR executive, author, and management consultant in a variety of organizational settings ranging from entrepreneurial to Fortune 100. Currently, Mark is Principal for New Paradigms, a management consulting firm in Oregon that helps companies embrace change to engage their employees. Check out the highlights of our conversation about leadership below.

[1] QUESTION: How do you differentiate between management and leadership?
MARK HERBERT: This the age-old question isn’t it? In the simplest terms, I see management as a role and leadership as a relationship. An organization can appoint you to a role as manager and give you authority to instruct me, set expectations, and make other decisions about staff and their work. It is best when we have provided you with an appropriate skills framework to make you effective in that role. Leadership as a relationship is when people place their trust in you. They follow your direction not because of the authority that you possess, but rather because of the trust that you have earned. In another way, I have often said that leadership is not something you can demand, it is a gift that others bestow upon you. It is also an awesome responsibility. The trust that comes with leadership is something to be cultivated and tended very carefully.

[2] QUESTION: On your website (http://www.newparadigmsllc.com), you welcome visitors with one of my favorite quotes, "Your culture is your brand." As a brand marketing professional, I applaud you for sharing that statement, but how do you define it?
MARK HERBERT: We often forget that the most important thing in relationships with our stakeholders is where our customer or stakeholder connects with our employees. That is where your brand “lives.” You can have a great product, wonderful marketing, and other tactics, but that human-to-human contact is what transcends a transaction and makes it a relationship. When an organization states one thing and acts in another, people look at the actions. Look at the impact of Uber’s culture on the Uber “brand.” As a polarity look at Richard Branson.

[3] QUESTION: You've written about something called a "leadership brand." What is it, and what are some examples of leadership brands?
MARK HERBERT: Leadership brand is another way of saying your leadership culture. First of all, it starts at the top of the organization. The leadership style demonstrated by top leadership is typically replicated throughout the organization. You get the behavior you reinforce. Leadership brands are also different, and one isn’t better or worse than the other. Steve Jobs was a brilliant man and a tough leader. He could be extremely difficult and demanding. Jack Welch led GE successfully with a style that would likely not be tolerated by many millennials today. Both those organizations enjoyed tremendous success in their times. An excellent example of leadership brand is described in Simon Sinek’s brilliant book, Why Leaders Eat Last, where he describes the leadership paradigm of the Navy Seals, arguably the elite of our U.S. Military. The key is defining your leadership brand either current or aspirational and demanding that it is the standard of performance.

[4] QUESTION: You've written extensively about why employees are disengaged, but if you could write the most-widely read personnel manual, what three activities would you include to create inspiring workplaces?
MARK HERBERT: At its most basic, I try to teach my clients to hire hard and manage easy. What I mean by that is, first of all, you hire people whose values and commitment to your “Why” are clear. When people face a values incongruency at any level with their role or company, engagement isn’t going to happen.
Second, I tell my clients they need to embrace Stephen M. Covey’s trust model. There are three distinct levels of trust: statutory, knowledge based, and identity based. Identity based trust is the goal. That is where you have alignment. It is a difficult hurdle to achieve. It doesn’t come with degrees or certifications. It comes from shared experiences.
Third, is hire the right leadership team. When I say leadership team, I mean from the C-suite to front line leaders. The best leaders possess the following in my experience:
• Technical Competence.
• Understanding and embracing the trust and congruency models.
• Emotional and Social Intelligence.
• Emotional Awareness.
• Emotional Balance.
You will notice that the “technical” skills are only one dimension, that isn’t accidental. People don’t trust and follow you for competence and intellect alone.

[5] QUESTION: You are responsible for one of my all-time favorite leadership quotes. "Leadership doesn't require you to be the smartest person in the room. It requires you to block and tackle for others." What led up to the quote?
MARK HERBERT: I have watched too many emerging leaders and entrepreneurs making the transition be overly concerned with being the “expert” on everything. Spending my early career in large companies taught me that there are many facets that make up a successful strategy. One person is typically incapable of mastering all of them. The best leaders recognize the elements that need to be represented in a complete strategy and they integrate them. They don’t try to be the first chair to use a musical analogy, they conduct the orchestra. I have watched people step up and do amazing things when they were given permission and freedom to make mistakes without fear of failing. The other is being sure that credit and success are in abundance rather than scarcity. Use recognition proactively rather than reactively.

My gratitude to Mark for sharing his timeless leadership insights. I invite you to check out Mark's previous guest appearances on the Debbie Laskey Blog at the links below:

Tips to Engage Your Workforce (June 1, 2011)
http://debbielaskey.blogspot.com/2011/06/tips-to-engage-your-workforce.html

Workforce Engagement and Motivational Secrets (January 11, 2013)
http://debbielaskey.blogspot.com/2013/01/workforce-engagement-and-motivational.html

Why Brand Advocacy Is Closely Tied to Employee Engagement (May 7, 2014) 
http://debbielaskey.blogspot.com/2014/05/why-brand-advocacy-is-closely-tied-to.html

Why Janitors May Be Your Best Brand Advocates (March 7, 2016) 
http://debbielaskey.blogspot.com/2016/03/why-janitors-may-be-your-best-brand.html