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When Leading Your, Is All About Me

July 11, 2017

When Leading You, Is All About Me

True leadership is about influencing others to achieve common goals. But when leaders place too great a focus on their own self-concept, their status and their personal goals, this self-absorption is generally driven by feelings of insecurity or superiority. These feelings drive behaviors at two opposite ends of the spectrum, and stifle the growth and development of the team and organization. Let’s look at examples of each.

Insecure Leadership

Chris is the CEO of a multinational company. As he banged his fist on the conference room table, his frustration was palpable to those in the room. Joe, the VP of Product Development had worked for Chris for a year now. He joined the firm enticed by the scope of responsibility in this VP position, and by Chris’s excitement and commitment to developing a new product line. But now, he was wondering how much longer he could endure working there. Having moved his family half-way across the country, he wanted to give it his best effort, but his natural optimism had waned sharply. (more…)

Developing Leadership Perspective: Fact vs. Reality

June 7, 2017

Priscilla Archangel

Decision Making, Leadership, Process, values

Developing Leadership Perspective: Fact vs. Reality

There’s an old fable about three blind men who touched an elephant to find out what it was like. One man touched the leg and declared that the elephant was like a tree trunk. Another touched the elephant’s tail and declared that it was like a snake. The third man touched its side and declared that it was like a wall. A disagreement ensued as they each defended their perspective on the animal. After all, they knew what they felt.

Were each of them right? Yes, and no. They each experienced a part of the elephant, but none experienced the whole. They each described the elephant from their perspective, but due to limitations in their vision and space, none of them could see it in its entirety. Only when they began to compare notes, and to walk around the elephant feeling different parts of it, could they begin to piece together a view of the entire animal. They had to experience it from different angles. Later, a sighted man came along and immediately saw the entire elephant. He quickly walked around the animal, sized it up and fully described it to the men. Their facts were not the same as reality.

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The 3 C’s to Establishing Tone at the Top

May 4, 2017

Priscilla Archangel

Behavior, Character, Commitment, Leadership, values

The 3 C’s to Establishing Tone at the Top

Michael left the office early for once. He was on his way home to celebrate the position he had just accepted at a new company. After 25 years of hard work and great personal sacrifice, he finally got the VP position he felt he deserved. He had more than enough experience to step into the role and produce solid wins for his new employer. Everything was moving along smoothly until that night when he got the call from the executive recruiter. There was a problem with background check they just completed. They couldn’t find record of him having completed his MBA. He recognized that when he presented his credentials, he neglected to mention that he was two classes short of graduation, but he felt that his vast experience more than made up for that. Unfortunately for him, his new employer disagreed. The offer was withdrawn, not because he lacked the degree, but because he hadn’t come clean about it.

Joan was celebrating for a different reason. Her team exceeded their stretch sales target for the fiscal year, a herculean effort on the part of everyone. Her leadership, strategic planning, and ability to pull the group together to find innovative approaches to problems had paid off. This news would be well received by investors and provide her and the team with a significant bonus opportunity. The president called and asked her to stop by his office. As she walked down the hall to see him, she imagined his congratulatory words. She might even get a promotion! But when she opened the door and saw a somber look on his face, and the HR VP already present, she knew the message was going to be very different. Someone had reported a few irregularities in Joan’s sales tactics. She had simply taken a bit of interpretive license in several guidelines, just a gray area that didn’t hurt anyone. But the president didn’t see it as a minor issue. And he dismissed her on the spot for her lack of integrity. (more…)

5 Keys to Maximizing Your Personal Brand

April 5, 2017

Priscilla Archangel

Brand, Leadership, Peronal Brand, Presence, Purpose, Strengths

5 Keys to Maximizing Your Personal Brand

Do you know what people are saying about you when you’re not in the room? Do you know what they think of your performance, your presence, your purpose and your personality? Rather than being unconcerned about what others think, it’s important to ensure that their perception of you aligns with how you want to be perceived. Because the answers to these questions are part of your personal brand.

Glenn Llopis describes personal brand as “the total experience of someone having a relationship with who you are and what you represent as an individual; as a leader.”¹ It’s your promise that you will do what you said you will do. It’s your reputation that attracts others to you, or pushes them away. Establishing and managing your brand is an ongoing process fueled by continual behavioral inputs that remind others of who you are, what you do, and how you can support them. Leaders must develop their brand so that it validates their work and provides a platform to connect with others and accomplish their goals.

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EMPATHETIC LEADERSHIP: Becoming a Leader Who Cares

March 1, 2017

Priscilla Archangel

Character, Empathy, Leadership

EMPATHETIC LEADERSHIP: Becoming a Leader Who Cares

I recently had an opportunity to interact with a variety of people in a service based organization for a prolonged period of time. The nature of these interactions was often stressful for myself and those around me.

Performance of their job duties required a high level of quality control and process focus. To break the tension, I occasionally joked with them that they needed to avoid making any errors because it would require them to complete too much paperwork.

But after a while, I began to realize that despite the pressure of their roles, most of them displayed a remarkable level of empathy. They didn’t simply act like they cared about their client population, they really did seem to understand, and they actively advocated for them. It struck me that many of these individuals are not only in roles that are appropriately aligned with their giftedness, but that they are part of an organization that genuinely cares about their work. This led me to think about the culture and the “feel” in many other organizations; and to wonder how employees, clients and other stakeholders experience them in the context of empathy. (more…)

Should Leaders Really Be Patient

February 1, 2017

Priscilla Archangel

Leadership, Patience, Process, Results

Should Leaders Really Be Patient?

Leaders are rewarded for action. They’re used to being in control and working to influence the environment around them. They have a vision, mission, and objectives to accomplish. Other stakeholders hold them accountable for developing and executing plans to drive results. Providing excuses isn’t part of their vocabulary. So what place does the word “patience” have in the context of leadership?

To understand, let’s look at patience as a leadership competency. According to Michael Lombardo and Robert Eichinger’s model of leadership, patient leaders are tolerant with people and processes; they wait for others to catch up before acting; they try to understand people and data before making decisions and proceeding; and they follow established processes. Meanwhile, leaders who are unskilled in this area act before it’s time to act; they don’t take the time to listen or understand, they think almost everything needs to be done quicker and shorter; they often interrupt others and finish their sentences; they’re action oriented and avoid process and problem complexity; and they sometimes jump to conclusions instead of thinking things through.¹

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What to Do When You Don’t Know What to Do

January 5, 2017

Priscilla Archangel

Decision Making, Leadership, Priorities

What To Do When You Don’t Know What To Do

As a leader, the “buck” for certain decisions stops with you. You’re responsible for outcomes impacting your team, your organization, your career, your family and friends. Sometimes the choice is clear, but frequently, it’s not. Ambiguities are the norm, and while there is pressure to make fast decisions, you know that it’s more important to make timely decisions. Meanwhile, stakeholders press you because they have their own motivations and need to know how your decision impacts them.

Good decision-making isn’t based on the quantity of information you’re able to review, but on the quality of information you’re able to comprehend and process to the right conclusion. Good decision-making brings together intuition and systems understanding of the many networks impacted by the choices you make. It incorporates intellectual agility to draw conclusions from a broad array of facts and data to reach desired outcomes, with the political savvy to navigate varied perspectives and power dynamics. Thus, decision-making is not only a science but an art.

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Heart Over Head: The Importance of Emotional Leadership

December 6, 2016

Priscilla Archangel

Character, Inspiration, Leadership

Heart Over Head: The Importance of Emotional Leadership

The ability to understand and manage one’s own emotions, and to recognize and influence others’ emotions, is a critical leadership skill. It can make the difference between marginal accomplishment of a goal, and engaging the hearts and minds of team members to uncover innovative and game changing solutions that exceed expectations.

Emotions represent the Heart in the Head + Hands + Heart equation of leadership. It’s where leaders demonstrate that they care about and can connect with others. The emotions of individuals can either activate and motivate the team, or move them to disassociate from the goal and passively comply. Leaders who engage the capabilities and skillsets (hands), and intellect (heads) of their team; but fail to engage their minds and emotions (hearts) will find that there’s a missing link to maximize performance.

Imagine that you’re leading an organization in transition. The current state is unworkable, and you have a plan and vision for the future, but it will require radical change. You know it is essential to communicate the need for and plan to change (head), the requirements for change (hands), and gain supportfor the change (heart). To effectively do this it’s helpful to understand employee emotions (fear, excitement, uncertainty, confusion, distrust?) and address each one to effectively encourage, motivate and inspire the team. (more…)

Illusion or Reality: 7 Fundamentals of Realistic Leadership

November 2, 2016

Priscilla Archangel

Leadership

Illusion or Reality: 7 Fundamentals of Realistic Leadership

I recently watched a video of David Copperfield, the famous illusionist, making the Statue of Liberty vanish in front of a group of spectators. It weighs 450,000 pounds and stands 305 feet tall, so moving it is not an easy task. To accomplish this trick, Copperfield set up a stage at night for the viewing audience to sit on. The stage was framed in front by pillars which held a curtain secured at ground level and lifted up to block their view of the statue. A circle of lights at ground level illuminated it, and its presence was tracked on a radar screen visible to all. He presented the statue to the audience, then raised the curtain for a few moments. When the curtain dropped again, search lights beamed through where the statue should have stood, showing that nothing was there. It had vanished, only leaving the ground level lights to show its footprint. After raising the curtain again for a few moments, Copperfield then dropped it to reveal the statue, back in place.

How did he do it? During the period of time that the curtain was raised, the audience viewing platform and pillars rotated slowly to the right, so that when the curtain dropped, the statue was behind a pillar. Blaring music throughout the entire show distracted the spectators, and the radar display was fake.

Copperfield’s spectacular show, performed in 1983, was full of entertainment and flair. The audience was amazed, even in the midst of the fact the sculpture couldn’t simply disappear. They couldn’t figure out how it was done, thus they bought into the reality of the illusion, that was listed by the Guinness Book of World Records in 2014 as the largest disappearance ever performed by a magician.

Illusions

We’re often spectators to other illusions in our world, not necessarily executed by traditional magicians. Such illusions may be manifested in the form of major initiatives taken on by leaders and their teams to accomplish admirable goals. But they lose sight of the organizational realities. (more…)

TWO KEY QUESTIONS TO BECOMING A SERVANT LEADER

October 11, 2016

Priscilla Archangel

Consistency, Leadership

TWO KEY QUESTIONS TO BECOMING A SERVANT LEADER

Several centuries ago, during the Revolutionary War, a group of soldiers were trying to move a heavy piece of lumber that was blocking the road. As hard as they tried, over and over again, they couldn’t seem to move it from the ground. Their corporal stood nearby giving them direction and probably graciously allowing them a brief period of rest. He may have even sought their input on “how” to best move the huge piece of wood. But after their repeated efforts, his patience was wearing thin.

Another more senior army officer came along on horseback and observed their efforts. After a moment, he suggested that the corporal help his men. The corporal responded with a tinge of offense in his voice, “Me? Why, I’m a corporal sir!”

The senior officer dismounted his horse and stepped over to the men. He positioned himself alongside them, and gave the order to “heave”. All of a sudden, the timber moved into the position where they needed it, no longer blocking the pathway.

He then turned to the corporal and told him, “The next time you have a piece of timber for your men to move, just call the commander-in-chief.” The officer was George Washington.

Washington’s behavior modeled servant leadership. He led by example. He didn’t merely direct others, or solicit their input. He demonstrated his willingness to serve and support them. And as a result the soldiers felt his tangible encouragement of their work; and he understood the challenges of their roles.

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When Leading You, Is All About Me

Developing Leadership Perspective: Fact vs. Reality

The 3 C’s to Establishing Tone at the Top

5 Keys to Maximizing Your Personal Brand

EMPATHETIC LEADERSHIP: Becoming a Leader Who Cares

Should Leaders Really Be Patient?

What To Do When You Don’t Know What To Do

Heart Over Head: The Importance of Emotional Leadership

Illusion or Reality: 7 Fundamentals of Realistic Leadership

Illusions

TWO KEY QUESTIONS TO BECOMING A SERVANT LEADER

Leadership Tips