Getting our ducks in a row: the power of alignment

I don’t know whether you have ever woken up in the morning with a cricked neck or back ache or over-done the exercise and sense that you have “pulled a muscle” but if you have you understand how painful mis-alignment can be.

  Sometimes our muscles and bones seem to re-align themselves with rest and sometimes we need the help of a specialist who will manipulate, massage, or “click” things into place.

But its not just backs and necks that can get out of alignment, sometimes our lives can feel “out of sync”. 

What are the signs of lack of alignment?  I suggest the three P’s

1. A feeling of purposelessness- like we are somehow drifting through life, going through the motions, meeting people but never really connecting
2. A feeling of powerlessness - like whatever we do or say makes little or no difference to anyone or anything else
3. Inability to prioritise - the feeling that everything carries the same charge or weight in terms of importance which can leave us feeling overwhelmed.

So how can we get the ducks of our lives in a row?

Realise the signs for what they are: signs which indicate that we need to take some action.  In the same way that a STOP sign requires action on our part, the 3 P’s are signs that we need to discover our purpose, exercise our power and prioritise according to our values.

Sometimes we can do this alone with time and space, sometimes we need a friend, mentor or coach to work with.  But whatever we choose we can all be free from the pain of mis-alignment- we can all know the satisfaction that comes with getting all our ducks in a row.  We can all experience the power and exhilaration that comes from genuine alignment.

Leadership Challenge: Who's got your remote?

The TV remote control is one of the most coveted items in many households.  Ours (more unusually perhaps) is a house of multiple remotes and watching TV has now become so complicated, I have actually pretty much given it up!

In essence however, the remote is supposed to make life easier.  Just press the button to select a TV channel or a DVD option and "voila" instant response!

Our emotional lives are a lot like TV controls.  Press the right buttons and instantaneous responses are guaranteed!

The question is: who has your remote?

Do you have it?  do you decide on the volume, channel, visual options, record facility, re-wind, pause?

Or do you freely give the controls with open handed generosity to others?

Do you leave the controls lying around so that anyone can just pick them up to "see what's on"?

What happens when someone else has our remote?

At a basic level we give others the control of our emotions and our emotional responses.

How do we know when this has happened?

We find ourselves saying things like "he/she made me feel angry/frustrated/jealous/uncomfortable; a tacit reminder that someone else is pressing our buttons, someone else is deciding our options.

One of the greatest leadership challenges for us all is to take ownership of our own remote control and learn how to use it wisely.

The alternative is to leave ourselves at the mercy of whoever picks it up next and spend our lives complaining about the channel selection, the volume or the plethora of repeat performances that fill the space or worse spend our lives searching for wherever we left it last.

Leaders are dealers in HOPE

It was Napoleon Bonaparte that first said that leaders were dealers in hope.

 What did he mean?

What is it about hope that inspires, ignites, even excites us?

Hope has been defined as a wish or desire accompanied by confident expectation of its fulfilment.

So what specifically is it that leaders do to create hope?

I suggest there are two essential components:

1. The ability to discern the longings of self and/or others and to articulate them in a compelling vision

2. The ability to open the minds and hearts of self and/or others to the art of the possible

When we consider leaders that have inspired us,  what they typically have in common is the ability to state in a focused way their raison d'être- whether they are great social entrepreneurs, business men and women, political activists, philanthropists, sports men and women, church or community leaders- all share an ability to with crystal clear clarity state their purpose and vision; and this purpose and vision will in some tangible way resonate with the purpose and vision of others- somehow give expression to desires that are shared.

But more than this, leaders invite us to consider how we could be part of fulfilling that vision, that longing, by opening our minds and hearts to the possibilities we have perhaps not considered.  By enabling and fostering the belief that we can effect change, make a difference, be the change we long to see.

In a time of economic uncertainty there has never been a greater need for leadership.  There has never been a greater need to articulate a compelling vision that resonates with people's heart felt longings.  There has never been a greater need to inspire people to believe that they can be instrumental in bringing about a better future, for us all.

Understanding the shadow side of leadership

We all create shadows, it happens whenever light is blocked.  As leaders the main "blocker" of light is stress.

Stress has been defined as the body's reaction to a change that requires a physical, mental or emotional adjustment or response.

So if we are adjusting to any form of change we are probably experiencing some form of stress.  The more stress we experience the more "light" is blocked and the more likely we are to encounter our "shadow".

What can we expect to find in the dark that is not present to us in the light?

The Hogan Development Survey (HDS) used by Kairos in coaching leaders, explores 11 such shadows.  All of them represent a present strength which under stress can cast a shadow in our leadership.  So confidence can become arrogance, due caution turns into risk averse-ness , charisma can become overly elaborate, diligence can morph into perfectionism, enthusiasm becomes intensity, tolerance can become stubborness and the persuasive can become manipulative.  Creativity transforms into impulsiveness and the affable become overly conforming. The hard to fool become cynically suspiscious and the self sufficient can become indifferent.

Understanding what causes stress- the "blocks" and be-friending our shadow enables us to develop strategies to prevent our leadership being de-railed at worst or undermined at best.

Our shadow is a reflection of our best qualities that have become "blocked" by stress.  In the absence of a stress free life, understanding our shadow is probably one of the best acts of self leadership that we can exercise as well as creating the necessary light to mitigate its shadowy effects.

If you would like to explore your "shadow" side contact tania.west@kairosld.com

Leading from where you are

Leadership is one of those ephemeral phrases that somehow we may be tempted to believe is best applied to others.  After-all, we tell ourselves, "who do I think I am?

Good Question!

Every single time we make a proactive choice we exercise leadership.  Every time we act without waiting to be invited to act, we exercise leadership.

According to the Institute of Leadership and Management there are core qualities of this thing called leadership which they define as the ability to be able to flex your style, understand yourself and others and have the ability to moderate your own behaviour.

Can you flex your style? Do you understand yourself and others?  Do you have the ability to moderate your own behaviour?  If the answer is yes to some degree or another then read on....

The core qualities outlined by the ILM are as follows:

1. Be authentic: be yourself, be real, not pretentious, comfortable in your own skin.
2  Exercise sound judgement, evaluate options, take calculated risks and listen to the advise of others
3. Engage others by understanding what is important to other people and respond accordingly
4. Reflect and think about how you behave and admit when you get it wrong
5. Encourage others to see what is possible and believe that it is achievable

Interesting.... nothing about having an MBA, or formal authority, or a title, or letters after your name, or co-authoring a book!

In that case perhaps leadership is best not reserved for the few,  perhaps its something that should be embraced by the many.  Perhaps leadership is not about being "there"   in terms of role or position but rather is something that can be exercised from here....after-all!

Building a high performance team

Building a high performing team is essential to achieve and sustain organisational success but what are the key features of high performance?

Quite simply when trust is high between managers and their teams, engagement is high and performance is maximised. So how is trust built and cultivated?

Seven guaranteed ways to build trust in your team

1. Walk your talk: employees have increased respect for managers who are congruent, lead by example and are not just full of “management speak” and the latest managerial techniques. Are you clear about your own values? How are these expressed in your actions?
   
2. Give specific work-based recognition: extensive research has shown that appreciation for a job well done is hugely motivating for employees. This appreciation needs to be specific and not a generalised “keep up the good work whoever you are and whatever you’re doing”!
   
3. Involve people in decisions that affect them: in research conducted by the CIPD, “being in on things” emerged as one of the top motivators for employees in the UK. Adopting a consultative approach means engaging in genuine dialogue and developing an interdependent rather than independent style of leadership
   
4. Keep your promises: trust is built when managers do what they say they will do
   
5. Apologise when you get it wrong: from time to time you will make mistakes: instead of blaming the next management tier, accept personal responsibility and be explicit about your own learning.
   
6. Actively listen to your staff: this means listening to understand the perspective of another rather than seeking to be understood, or defend or explain your own position
   
7. Celebrate what is good and build a strengths based culture: what is going well in your team, organisation? And how can it be made even better. What are the strengths of your team members and how can they be developed? 
   
   Trust is the currency with which we invest in those we lead.
   

Re-framing "Networking"

As someone still relatively new to the independent practitioner/consultancy world there is just one area that even as an extrovert fills me with dread.... the "Networking" event.  What after-all could be better..... you turn up at a usually reasonably plush venue, you flash your brightest smile and silently rehearse your well practiced "elevator speech" so that when your two minutes of focused attention arrives you can deliver your lines with panache, enthusiasm, and personal conviction.  Then you can socialise being mindful that everyone is selling their services however covert the interaction.

And how does this ritualistic behaviour make me feel?

Uncomfortable and ever so slightly disingenuous!  Now I realise this is probably just my problem and the rest of you have no idea what I am talking about and probably just love the opportunity to meet with strangers and turn them into life long clients with 2 minutes of inspired rhetoric and your flashiest smile but just in case there is anyone out there just a bit like me... I have an idea!

Yesterday I attended an event in which a whole cadre of professional coaches and consultants met to socialise, network and to learn together and I LOVED IT!

So what was the difference that made the difference?

My attitude.

Instead of thinking of the need to "sell my services" I thought of the thrill of meeting like minded people to share experiences, laugh, celebrate and learn from one another.

What happened?

I met like minded people, we shared our experiences, we laughed, we celebrated and we learnt.

What if, every networking event was like this I wondered?  What if I forgot about "selling" anything and just focused on connecting with people, enjoying their company, sharing my experiences and opening myself to the possibility of learning and sharing knowledge?

What if I stopped worrying about my "elevator speech" and started having a little... fun?  What if I stuck with the essence of what I do which is helping people to discover their own brilliance professionally and personally and then focused on making genuine connections with people?

Perhaps networking doesn't have to be this uncomfortable part of my professional life, perhaps it can actually be the exhilarating and hugely rewarding  experience that genuine connection with people always brings.

Perhaps when we focus a little less on ourselves and a little more on others we open ourselves to the possibility of really meeting someone.

Perhaps that is what networking is really all about.