Lead With Questions, Lots of Questions

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At times it seems we are the constant point person for answers in our respective organizations. While there is great benefit to having the right answer at the right moment, I tend to believe it is more important to land the right question at the right moment.  If you truly wish to nurture and grow your team they need to be challenged to make decisions and gain invaluable experience.

If you’ve been in an environment where employees are constantly asking their leaders questions and are only being fed answers? It is an exhausting environment. The team slowly learns that they don’t make decisions and it cripples productivity. We need to nurture self growth in our team. When they bring us a question looking for us to make a decision, flip the script on them. Ask them what they feel is the best solution. Ask them what they need to accomplish a solution. This may initially take precious time from you but I guarantee in the long run, when they are solving problems efficiently on their own, you are going to make out in spades when it comes to time.

So get out there and inspire with questions. I’ll even lead with at few for you. How motivated are you to learn to be a better leader? What steps are you taking to accomplish this? Do you want to see your team grow? Would you like spare time to concentrate on new ideas rather than being an answer machine? Is it important to you that your team is gaining experience? Would you like more help on this? Reach out to me, I’d love to hear from you!

Regards,

John J. Keul

Follow me on Twitter @jacobleadership or reach out to me at john@jacobleadership.com. I would love the opportunity to learn from your experience or help you in your quest for a passionate life. 

Success Doesn’t Eliminate Self Doubt

 

Leaders Limit Self Doubt

One must understand that securing results in life doesn’t secure happiness.  We must be in touch with the fact that even in our highest moments self doubt and self criticism may creep into our thoughts.  What separates consistent performers and those of us that ride peaks and valleys of internal dialogue is whether or not we grasp and hold onto the voice of self doubt.

Take a moment and reflect on your key successes in your life. Really dive into that period of time, before, during, after. Can you label moments throughout that time when negative self talk crept in? Little self talks of ‘I don’t deserve this’ or ‘How can I talk about success when I’ve had my struggles’ may be common during even your more successful moments in your days. How did you address these moments?

We must feel comfortable embracing our self doubt for what it is, a thought. Those that can master the process of accepting self doubt, letting it run its process and releasing it like a passing cloud slowly become consistently positive with their self talk.  I am not a big proponent of positive self talk but I do believe limiting self doubt and self criticism or only giving it a moment to shine is crucial to leading a positive driven life.

How do you manage your self doubt? Are you struggling with it? What tricks do you implement to limit it’s powers over your success?

-John J Keul

Follow me on Twitter @jacobleadership or reach out to me at john@jacobleadership.com. I would love the opportunity to learn from your experience or help you in your quest for a passionate life. 

Are You Documenting Your Observations?

As leaders of our teams, networks, families and friends we tend to be forward looking people with the eye on the prize.  It is this mindset that naturally creates buy-in from those around us as they see we have a vision and are chasing it.  Unfortunately not every one we lead will decide to walk the ‘straight and narrow’ en-route to self growth. It is from my experience we must recognize these moments, use them as coachable situations and than document. I use coachable as a moment to address a behavior or action that is not inline with team standards or personal growth.

This post is geared a little more towards managers/leaders that are working their passion within the scope of an organization.  As you are aware, proper feedback is essential to self and team growth. It is a function of accountability. In order to keep clean eyes on your team, I have found it crucial to keep multiple forms of observational documentation in order to: 1) hold yourself accountable as to when patterns actually are occurring 2) layout proper documentation if and when Human Resources, HR, would like proof of behavior for discipline procedures.

‘IN THE MOMENT’ NOTES

As organizational leaders we are pulled in many directions throughout the day. As the day unfolds we tend to find ourselves observing behavior of our team in spur of the moment situations. For this reason we may or may not have the time to provide proper feedback, positive or coachable, to the teammate.  In situations like this I will make a quick note, on phone or notepad, with date/time/teammate name/action observed. Depending on the action or in action noticed I will either address the teammate as soon as I realistically can or store the observation for later when I do a quarterly reflection.

With so much responsibility and an ever full plate we often lose track of the time frame in which we observed behavior. I have, on occasion, gone to talk to a teammate about observations and upon reflecting on my notes realized his behavior was spread-out over a longer or shorter period than recalled. This is imperative in the direction the conversation goes. If we are providing effective feedback it must be founded in facts.

REVIEW NOTES

In addition to ‘in the moment’ notes I have a spreadsheet with more detailed observations/results pertaining to each teammate. This would include attitude of employee over a period of time as well as any positive feedback I’ve administered.  I use this as the basis for my quarterly vision reviews as well as our company yearly review. It is important your team knows the vision you carry not only the organization but also for them. Quarterly vision reviews go over the positives and coachables that have arisen over the past 3 months. Having proper documentation of the gratitude you’ve shared or the coachable moments the two of you have embraced goes a long way in building organizational trust.

It is our responsibility as leaders to not only hold our team accountable but also ourselves. I have found proper documentation as above is instrumental to accomplishing an environment where everyone know where they stand. What forms of employee documentation work for you? Please share your thoughts!

Regards,

John J. Keul

I am an active supervisor in a medium sized organization with a passion to inspire others to greater heights both in work and at play. You can reach me on twitter @jacobleadership or at john@jacobleadership.com. I would love the opportunity to learn from you and or help you grow in your journey to true leadership.