Author Archives: David Burkus

About David Burkus

Dr. David Burkus is an organizational psychologist and best-selling author. Recognized as one of the world’s leading business thinkers, his forward-thinking ideas and books are helping leaders and teams do their best work ever. David is the author of five books about business and leadership and he's been featured in the Wall Street Journal, Harvard Business Review, CNN, the BBC, NPR, and more. A former business school professor turned sought-after international speaker, he’s worked with organizations of all sizes and across all industries.

Overcoming Team Conflict

1. Relationship Conflict

The first type of team conflict is relationship conflict. This is a type of conflict that arises from differing personalities, experiences, and identities. This type of conflict can undermine trust and belonging on the team, creating a negative atmosphere. It’s crucial for leaders to address relationship conflicts promptly and effectively to prevent them from escalating.

Resolving relationship conflict requires empathy and understanding. Private discussions between conflicting individuals can help identify triggers and allow for open communication. It’s important to focus on specific behaviors and their impact, rather than making accusations or assuming motives. By addressing the behavior rather than the person, leaders can help individuals understand how their actions affect the team and encourage them to adjust their behavior accordingly.

2. Task Conflict

The second type of team conflict is task conflict. This is a positive type of conflict that arises from differing opinions on how to complete tasks. This type of conflict can be harnessed to encourage discussion and find the best plan of action. It indicates that the team is leveraging diversity for better performance.

When dealing with task conflict, it’s important to avoid personal attacks and assumptions. Instead, leaders should encourage team members to ask intelligent questions about the assumptions behind ideas. By discussing different perspectives openly, the team can increase the chances of finding the best way to achieve tasks. This type of conflict, when managed properly, can lead to innovative solutions and improved team performance.

3. Status Conflict

The third type of team conflict is status conflict. This involves power struggles and hierarchy within the team. Unlike task conflict, status conflict has no positive outcome and can create a toxic work environment. It’s crucial for leaders to address status conflicts promptly and effectively to prevent them from escalating.

Status conflict is about people’s opinions of their position in an invisible hierarchy within the team. To address this type of conflict, leaders can create rituals and experiences that signal equality and discourage status games. It’s also important for leaders to lead by example and send the message that everyone’s opinion is valued equally, regardless of their position in the team.

4. Process Conflict

The final type of team conflict is process conflict. This conflict arises from disagreements about how tasks are delegated and the best process for achieving them. This type of conflict can be resolved by getting to know team members’ strengths and weaknesses and explaining decisions that may go against their preferences.

Process conflict can occur when there are differing opinions on who should do a task or when someone tries to avoid responsibility. By understanding team members’ strengths and weaknesses, leaders can delegate tasks more effectively and prevent process conflicts. It’s also important to explain decisions that may go against team members’ preferences to prevent process conflict from turning into status conflict.

As a leader, understanding the different types of team conflict is crucial for effective conflict management. By responding to each type of conflict in the moment and setting the team up to harness the benefits of conflict, leaders can foster a positive and productive work environment. Remember, conflict isn’t necessarily a bad thing. When managed properly, it can lead to team’s having their best ideas and individuals doing their best work ever.

Image credit: Pixabay

Originally published on DavidBurkus.com on October 23, 2023

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The Duality of High-Performing Teams

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The Duality of High-Performing Teams

GUEST POST from David Burkus

High-performing teams are often perceived as having extraordinary talents and capabilities, but they are not that different from regular teams—at least in terms of composition. Research indicates that high-performing teams are not just about having exceptionally talented individuals. Instead, they excel in understanding how to collaborate effectively and harness the diverse talents within the team.

In other words, talent doesn’t make the team. The team makes the talent.

The foundational quality that turns everyday people into members of a high-performing team is common understanding, sometimes called shared understanding or collective intelligence. Common understanding encompasses a shared grasp of the team’s collective expertise, assigned tasks, personality differences, work preferences, strengths, and weaknesses. This understanding can be broken down into two crucial aspects for leaders: clarity and empathy.

In this article, we’ll outline the importance of common understanding and provide practical ways to build clarity and empathy on any team.

1. Clarity

Clarity within a team is about ensuring that every member comprehends their roles and responsibilities, tasks, and deadlines. When team members have a clear understanding of what is expected of them and their teammates, they are more engaged, more productive, and even more collaborative. Clarity also allows individuals to operate within their sweet spot of capabilities, avoiding boredom or feeling overwhelmed.

One activity that can establish and maintain clarity on a team is the regular huddle. A huddle is a short, sync-up session where team members answer questions like, “What did I just complete? What am I focused on next? What’s blocking my progress?” These questions help everyone stay aligned, distribute tasks, set deadlines, and offer support when needed. Huddles promote transparency and keep everyone accountable, making it easier to identify issues and slackers without micromanaging.

2. Empathy

Empathy within a team means understanding the perspectives, strengths, weaknesses, work preferences, and factors that influence each team member’s behavior. This deeper understanding leads to reduced conflicts and enhanced collaboration. Team members who empathize with one another can tailor their communication and actions to suit the needs and preferences of their colleagues.

A powerful tool for building empathy in a team is creating “Manuals of Me.” In this activity, each team member provides insights into themselves by answering four fill-in-the-blank questions: “I’m at my best when_____. I’m at my worst when_____. You can count on me to_____. What I need from you is_____.” These manuals shed light on individual characteristics, strengths, and preferences, helping team members understand each other better.

The Manuals of Me exercise is an invaluable tool for addressing conflicts and on-boarding new team members. By sharing these manuals with the entire team and discussing how they can adapt their behavior based on the information, a team can build empathy and trust.

Building common understanding through clarity and empathy is the foundation of high-performing teams. It fosters a sense of unity and shared purpose, helping team members leverage each other’s unique skills and talents to achieve common goals. By fostering clarity and empathy in your team, you can build a strong common understanding that drives collaboration, reduces conflict, and helps everyone do their best work ever.

Image credit: Pixabay

Originally published on DavidBurkus.com on October 16, 2023

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Best Team Building Exercise Around

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Best Team Building Exercise Around

GUEST POST from David Burkus

Team building is a crucial element of creating a strong team culture. Understanding each other’s differences and preferences is a vital step in becoming a high-performing team. But many leaders struggle to find and deliver effective team building exercises. There are many too choose from, and many fall short. So many exercises focus solely on getting teammates to understand each other’s differences—often expressed as personality, identity, or experiences.

But for team building exercises to work, teams can’t just understand each other. They need to understand each other’s behavior.

And that’s what makes the “manual of me” activity the single best team building exercise. Instead of assigning different letters or numbers to different team members based on personality. It focuses on having teammates share their different work preferences. This tool allows team members to gain a deeper understanding of each other’s strengths, weaknesses, preferred environments, and working preferences. And over time, teams become be able to coordinate and even predict each other’s behavior.

In this article, we will delve into the concept of a Manual of Me, how to construct one, and the benefits of sharing and collecting these manuals within the team.

The “Manual of Me”

The Manual of Me is a powerful tool that enables team members to gain insights into each other’s behavior and preferences. It consists of a core of four, fill-in-the-blank questions: “I’m at my best when _____,” “I’m at my worst when _____,” “You can count on me to _____,” and “What I need from you is _____.”

By discussing these questions, team members can understand each other’s strengths and weaknesses, preferred environments, and working preferences. This understanding is crucial for creating a harmonious and productive team culture.

Constructing a Manual of Me

Constructing a Manual of Me involves a conversation within the team where each member shares their answers to the four core questions. Before starting the activity, it is important to inform the team about the purpose and provide them with the template and questions ahead of time.

The first question, “I’m at my best when _____,” focuses on identifying individual strengths, preferred activities, and environments for optimal performance. This question allows team members to understand how they can bring their best selves to the team.

The second question, “I’m at my worst when _____,” helps identify tasks and environments where individuals may struggle or under-perform. By understanding these limitations, team members can provide support and create an environment that minimizes challenges.

The third question, “You can count on me to _____,” highlights each person’s contributions and areas where they can provide help to the team. This question promotes collaboration and allows team members to leverage each other’s strengths.

The fourth question, “What I need from you is _____,” identifies areas where individuals need support or assistance from others. This question fosters open communication and helps team members understand how they can best support each other.

Additional questions can be added to the Manual of Me based on the team’s industry and level of familiarity with each other. These questions can delve deeper into specific aspects of work or personal preferences that are relevant to the team’s dynamics.

Sharing and Collecting Manuals of Me

Once each team member has shared their answers, there should be time for discussion and clarification. This allows team members to gain a deeper understanding of each other’s perspectives and preferences.

The completed Manuals of Me can be in various formats such as PDFs, Word documents, PowerPoints, or videos. It is important to choose a format that is easily accessible and can be stored in a shared folder or platform where the team can easily access them.

The ongoing conversation and understanding fostered by the Manuals of Me can lead to improved collaboration and performance within the team. By referring back to these manuals, team members can ensure that they are effectively supporting each other and leveraging their strengths.

When new team members join, they can be introduced to the Manuals of Me and encouraged to share their own once they feel comfortable. This helps integrate new members into the team and ensures that everyone is on the same page.

The Manual of Me is a powerful team building exercise that promotes understanding and collaboration within a team. By discussing strengths, weaknesses, preferred environments, and working preferences, team members can create a strong team culture and enhance their performance. The ongoing conversation and understanding fostered by the Manuals of Me can lead to improved collaboration and performance within the team.

Image credit: Pexels

Originally published on DavidBurkus.com on October 2, 2023

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Daily Practices of Great Managers

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Daily Practices of Great Managers

GUEST POST from David Burkus

Managers make the difference. Middle managers especially play a crucial role in employee engagement and performance. However, many managers lack proper preparation for their role, and companies often fail to invest in robust leadership training. Great managers understand that their actions have a direct impact on their team’s success. In particular, great managers improve their team through four daily actions.

In this article, we will explore four things that great managers do daily to separate themselves from poor bosses. By implementing these daily practices, they not only improve team performance and development but also create a positive and trusting work environment.

Run Smooth Meetings

The first thing great leaders do daily is run smooth meetings. And whether they’re in meetings daily or just planning future meetings, great managers know that meetings can either be a waste of time or a productive forum for collaboration. They ensure that meetings run smoothly by having a clear purpose, inviting the right people, and having a plan of action.

Having a clear purpose for each meeting is essential. It helps everyone stay focused and ensures that the meeting is not just a gathering without any tangible outcomes. Great managers also invite the relevant people based on the meeting’s purpose. This ensures that the right expertise and perspectives are present in the room.

Furthermore, great managers create a plan of action for each meeting. They outline specific topics to be discussed and attach relevant questions to guide the conversation. This helps keep the meeting on track and ensures that all necessary points are addressed.

Give Fair Feedback

The second thing great managers do daily is give fair feedback. Great managers understand the importance of providing fair feedback to their employees. They know that feedback should be proportionate to employees’ actual performance and should balance praise and constructive criticism.

When giving feedback, great managers avoid fixating on areas that need improvement and instead acknowledge employees’ strengths. They understand that recognizing and appreciating employees’ accomplishments motivates them to continue performing at their best.

Moreover, great managers maintain a proper proportion of praise and constructive criticism based on performance. They provide specific examples to support their feedback and offer guidance on how employees can further enhance their skills or address any areas of improvement.

Check Capacity

The third thing great managers do daily is check their team’s capacity. Great managers understand the importance of checking the work capacity of individuals and the team as a whole. They know that overloading employees can lead to burnout and decreased productivity. Regularly assessing capacity is crucial to ensure a healthy work-life balance and optimal performance.

Great managers check individuals’ energy levels and offer support if needed. They are attentive to signs of stress or exhaustion and provide resources or assistance to help employees manage their workload effectively.

In addition, great managers assess the team’s commitments and goals to avoid overloading. They ensure that the workload is distributed evenly and that everyone has the necessary resources and support to accomplish their tasks.

Holding regular huddles is another practice great managers adopt to check capacity. These huddles provide an opportunity to discuss the team’s focus, review completed tasks, and identify areas where assistance may be required.

Build Trust

The fourth thing great managers do daily is build trust on their team. Great managers understand that trust is the foundation of a successful team. They prioritize building trust by creating a sense of psychological safety and fostering a culture of trust and vulnerability.

Encouraging open communication and diverse perspectives is a key aspect of building trust. Great managers create an environment where team members feel comfortable sharing their ideas, concerns, and feedback without fear of judgment or reprisal.

Great managers also celebrate failures and extract lessons for the whole team. They understand that failure is an opportunity for growth and learning. By openly discussing failures and encouraging team members to share their experiences, great managers create a culture that values continuous improvement.

Furthermore, great managers reciprocate trust by being vulnerable and responsive to employees’ needs. They actively listen to their team members, provide support when needed, and ensure that everyone feels valued and respected.

Great managers play a vital role in driving employee engagement and performance. By running smooth meetings, giving fair feedback, checking capacity, and building trust, they create an environment where employees can thrive and contribute their best work ever.

Image credit: Unsplash

Originally published on DavidBurkus.com on September 25, 2023

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Does Diversity Increase Team Performance?

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Does Diversity Increase Team Performance?

GUEST POST from David Burkus

It’s often said by teams that “diversity is our strength.” We take for granted the idea that diverse teams bring more lived experiences, ideas, and solutions to the table. When asked, “How does diversity affect teamwork?” most leaders assume that teams composed of individuals from different backgrounds, cultures, and perspectives are more likely to approach problems from various angles and come up with innovative solutions. And hence most leaders assume that diversity is a source of greater performance.

And while that’s true—it’s not as clear cut as we assume.

When you look at the research, the relationship between diversity and high-performing teams isn’t always a positive correlation. For diversity to truly enhance teamwork, teams need to establish psychological safety and build shared understanding. Otherwise, diverse ideas, perspectives, and experiences can cause more friction than innovation.

In this article, we will explore the importance of psychological safety and shared understanding in diverse teams. By understanding the impact of diversity on teamwork and implementing these practices, teams can harness the full potential of their diverse members and achieve better problem-solving and value creation.

Psychological Safety

Psychological safety is crucial for diverse teams to tap into the benefits of diversity. When team members feel psychologically safe, they are more likely to share their ideas, take risks, and engage in open and honest discussions. As a leader, it is essential to create an environment where team members feel comfortable expressing themselves without fear of judgment or negative consequences.

One way to build psychological safety is by demonstrating vulnerability as a leader. When leaders openly share their own challenges, mistakes, and uncertainties, it creates a safe space for team members to do the same. This builds trust and shows that it is acceptable to take risks and make mistakes. By embracing vulnerability, leaders can set the tone for open communication and encourage team members to bring their authentic selves to the discussion.

Another important aspect of psychological safety is teaching respectful dissent. Disagreements are inevitable in any team, but it is crucial to handle them in a productive and respectful manner. Encouraging team members to express their differing opinions and perspectives fosters a culture of healthy debate and prevents the formation of echo chambers. By establishing guidelines for respectful dissent, teams can ensure that disagreements are seen as opportunities for growth and learning rather than sources of conflict.

Shared Understanding

Shared understanding is important for diverse teams to work together effectively. When team members have a clear understanding of each other’s work preferences, strengths, and weaknesses, they can collaborate more efficiently and leverage each other’s skills and expertise. Building shared understanding requires intentional efforts to create an environment where team members can openly discuss their working styles and expectations.

One strategy for building shared understanding is to use exercises like the “manual of me.” This exercise involves team members sharing information about their preferred communication styles, work habits, and personal preferences. By understanding each other’s preferences, team members can adapt their communication and collaboration approaches to accommodate different working styles.

Creating a team working agreement is another effective way to establish shared understanding. This agreement outlines the team’s norms and expectations, addressing questions about how the team wants to work together. It can cover topics such as communication channels, decision-making processes, and conflict resolution strategies. By collectively defining these guidelines, teams can ensure that everyone is on the same page and reduce misunderstandings or conflicts that may arise due to differences in working styles or expectations.

Diversity, when combined with psychological safety and shared understanding, enhances teamwork, and leads to improved performance. By creating an environment where team members feel safe to express themselves and fostering shared understanding, teams can tap into the full potential of their diverse members. Embracing diversity as a strength allows teams to approach problems from various perspectives, leading to better problem-solving and value creation. And that helps everyone on the team do their best work ever.

Image credit: Pexels

Originally published on DavidBurkus.com on September 11, 2023

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How Leaders Make Employees Feel Respected

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How Leaders Make Employees Feel Respected

GUEST POST from David Burkus

Leadership is about relationships. And the cornerstone of just about every relationship is respect.

When employees feel respected, they are more engaged, motivated, and productive. But many managers struggle to convey their respect to team members. Consequently, colleagues often experience a sense of being undervalued, disconnected, or even inferior. It is difficult to envision individuals who harbor such sentiments being able to their best work ever.

In this article, we will outline how to make employees feel respected through five actions leaders can take to build a respectful work environment.

Check-In Often

The first action leaders can take to make employees feel respected is to check-in often. By staying in contact with your team members on a regular basis, you show that you value their work and progress. That’s why regularly checking in with team members through one-on-one meetings is essential for making them feel respected. During these check-ins, ask about their work progress and if they need any resources or support. But beyond just work-related checking in, this is a time to check in with them on a deeper level as well. Show genuine interest in their personal lives and let them choose how much they want to share. They may not answer right away, as it takes time to grow comfortable with sharing personal information at work. But inquiring about it still demonstrates that you care about them as individuals and not just as employees.

By maintaining open lines of communication and regularly checking in, you create a supportive and respectful environment where employees feel heard and valued.

Ask for Input

The second action leaders can take to make employees feel respected is to ask for input. Employees involved in the decision-making process feel like their perspective and knowledge is respected. You don’t need to agree to follow every decision they make, and you don’t even need to let them make the decision. But you should absolutely seek out their input before you decide. By asking for their input, you show respect for their expertise and that you value their opinions. And you recognize that others may have different perspectives and access to information that you may not have. Even if their input is not ultimately followed, it is crucial to explain the reasoning behind the decision. In fact, asking for input helps you better explain to employees why a decision was made that they may disagree with, while still helping employees understand that their input was considered and respected.

By actively seeking input from your team members, you foster a culture of collaboration, trust, and respect.

Demonstrate Trust

The third action leaders can take to make employees feel respected is to demonstrate trust. Trust is a fundamental aspect of creating a respectful work environment. And the research on how trust develops suggests that trust isn’t given or earned, it’s built over time through a reciprocal process. When people feel trusted, they’re more likely to respond with trustworthy behavior. And in a work-context, this means leaders ought to go first by demonstrating they trust their employees. This often takes the form of giving employees more autonomy. Set clear standards and expectations but allow them to find the best way to meet them. By giving autonomy, you show that you trust your employees’ abilities and judgment.

However, it is important to balance autonomy with accountability. While giving employees the freedom to work in their own way, ensure that they are still accountable to the team and the organization’s goals. This balance between trust and accountability creates a respectful and empowering work environment.

Referee Conflicts

The fourth action leaders can take to make employees feel respected is to referee conflicts. Conflicts within a team can be detrimental to a respectful work environment, but they can also be hugely beneficial. It just depends on the type of conflict and how it is handled. Personal conflicts need to be resolved and eliminated quickly. But task-focused conflicts can benefit the team by making ideas stronger and making final decisions better. As a leader, this means referring task-focused conflicts to ensure they stay productive. Establish ground rules for conflicts, such as starting with positive feedback before addressing disagreements. This helps create a safe space for open and productive discussions. Additionally, teach your team members how to have productive conflicts that lead to better ideas and solutions.

By encouraging task-focused conflict and working to find productive resolutions, you foster a culture of respect and continuous improvement.

Give Fair Feedback

The final action leaders can take to make employees feel respected is to give fair feedback. Providing direct and fair feedback is essential for helping employees improve and grow. When giving feedback, focus on both the positive aspects and areas for improvement. By acknowledging their strengths and offering constructive criticism, you show that you value their efforts and are invested in their professional development. Where many leaders go wrong is in spending too much time on constructive criticism and not enough time on positive elements of one’s performance. That’s not fair. Fair feedback ensures that the conversation is proportionate to the overall performance of the employee. If their work is 90 percent positive and 10 percent needing improvement, then the conversation should be 90 percent positive. This not only helps the constructive criticism be better received, but it also helps the employees know their contribution is valued.

By giving fair feedback, employees not only grow faster but they grow in their feeling of being respected.

Creating a respectful work environment requires consistent effort and commitment from leaders. By regularly checking in with team members, involving them in decision-making processes, demonstrating trust, refereeing conflicts, and giving fair feedback, you can make employees feel respected and valued. Remember, a respectful work environment leads to higher employee satisfaction, engagement, and productivity—in other words, employees who feel respected are employees able to do their best work ever.

Image credit: Pexels

Originally published on DavidBurkus.com on August 14, 2023

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Four Keys to Mastering Active Listening

1. Receive

The first skill of active listening is to receive. Truly paying attention and receiving the information being shared is the first step in active listening. It involves listening without interrupting or formulating a response, making eye contact, and paying attention to non-verbal cues. By actively receiving information, leaders demonstrate their commitment to understanding and valuing the speaker’s perspective.

When leaders listen without interrupting, they create a safe space for open communication and encourage the speaker to express themselves fully. Making eye contact and paying attention to non-verbal cues, such as body language and facial expressions, helps leaders gain a deeper understanding of the speaker’s emotions and intentions. Taking notes, if necessary, ensures accurate reception of information and allows leaders to refer back to important points during discussions or when making decisions.

2. Appreciate

The second skill of active listening is to appreciate. Appreciation involves showing non-verbal signs of appreciation, such as nodding or making eye contact, to let the speaker know that their words are being heard and valued. By expressing appreciation through gestures, nods, and verbal cues, leaders create a positive and supportive environment that encourages open communication.

When leaders make the speaker feel valued and heard, it fosters trust and respect within the team. Genuine interest and active engagement in the conversation encourage the speaker to share more, leading to a deeper understanding of their thoughts and feelings. By appreciating the speaker’s perspective, leaders create a space where diverse ideas and opinions are welcomed and respected.

3. Summarize

The third skill of active listening is to summarize. Summarizing what the other person has said demonstrates understanding and allows leaders to check for accuracy. By reiterating the main points of what the speaker has shared, leaders show that they have been actively listening and processing the information.

Confirming understanding and giving the speaker an opportunity to clarify or correct any misunderstandings is crucial in effective communication. Leaders can use phrases like “What I heard you say is…” or “It sounds like you’re saying…” to summarize the speaker’s points and seek confirmation. This not only ensures that leaders have accurately understood the message but also makes the speaker feel heard and respected.

4. Ask

The final skill of active listening is to ask. Asking questions after a teammate has finished sharing allows leaders to delve deeper into the speaker’s thoughts and feelings, encouraging further discussion and exploration. By asking open-ended questions, leaders prompt the speaker to provide more details or insights, leading to a more comprehensive understanding of the topic at hand.

It is important for leaders to avoid jumping to advice-giving and instead focus on understanding the speaker’s perspective. By asking thoughtful questions, leaders show genuine interest and create an environment where individuals feel comfortable sharing their ideas and concerns. This fosters better collaboration and problem-solving within teams.

Practicing and improving these four skills will improve your active listening. But more importantly, it will improve listening and communication on the whole team. Leaders set the example for their team members to follow. And as team members emulate the example and improve their own skills, that fosters an environment of trust and respect during discussions. And a team demonstrating trust and respect is a team that helps everyone do their best work ever.

Image credit: Pixabay

Originally published on DavidBurkus.com on September 4, 2023

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How to Cultivate Respect as a Leader

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How To Cultivate Respect As A Leader

GUEST POST from David Burkus

Margaret Thatcher once famously quipped that “Being powerful is like being a lady. If you have to tell people you are, you aren’t.” As a leader, the same could be said about respect. If you wonder if you’re team respects you, they probably don’t.

Being a leader is not just about having authority and power; it’s about earning the respect and trust of your team. Your title may have made you the boss. But your team’s respect makes you the leader.

In this article, we will explore how to earn respect as a leader through five essential actions that earn respect and create a positive work environment. By following these strategies, leaders can not only gain the respect they deserve but also motivate and inspire their team members to perform at their best.

Set The Example

The first way to earn respect as a leader is to set the example. Leaders must lead by example. One way to earn respect is by acting in a fair and equitable manner. The team needs to see that you’re not playing favorites or political games. Additionally, meeting deadlines and being punctual demonstrates reliability and professionalism. If you set high standards, they need to know you hold yourself accountable to those standards as well.

Another crucial aspect of setting the example is upholding the core values of the organization. When leaders align their actions with the values they expect from their team, it establishes a strong foundation of integrity and consistency.

Ask For Their Input

The second way to earn respect as a leader is to ask for your team’s input. Great leaders understand that they don’t have all the answers. They recognize the importance of seeking input and feedback from their team members. By actively listening and valuing their opinions, leaders create an inclusive and collaborative work environment.

Brainstorming options collectively before making decisions is another effective way to involve the team in the decision-making process. This approach not only encourages creativity and innovation but also fosters a sense of ownership and commitment among team members.

Explain Your Decisions

The third way to earn respect as a leader is to explain your decisions. Leaders often find themselves in situations where they need to referee conflicts and make final decisions. However, it is essential to consider the input received from the team and explain the reasoning behind those decisions. By doing so, leaders demonstrate transparency and fairness, which helps team members understand and accept the outcome.

Furthermore, leaders should take the time to consider rejected options and highlight their strengths. This shows that all ideas were valued and considered, even if they were not ultimately chosen. Additionally, training the team to understand the leader’s thought process can help them align their own thinking and decision-making with the overall goals of the organization.

Protect Your People

The fourth way to earn respect as a leader is to protect your people. Leaders have a responsibility to protect their team members from negative influences within the organization. This includes addressing and resolving conflicts, promoting a culture of respect, and ensuring that team members are treated fairly.

Additionally, leaders should ensure that their team has the necessary resources and support to perform their tasks effectively. By providing the tools and guidance needed, leaders empower their team members and enable them to succeed. Understanding the team’s capacity and preventing overload is also crucial. Leaders should be aware of their team members’ workload and ensure that they are not overwhelmed with excessive tasks. This demonstrates care and consideration for their well-being, which in turn fosters trust and respect.

Respect Them First

The final way to earn respect as a leader—and maybe it should have been the first—is to respect the team first. Respect is a two-way street. To earn respect as a leader, it is essential to show respect and appreciation for the contributions of your team members. Recognizing the value and strengths of each individual creates a positive and motivating work environment.

Leaders should respond positively to their team members’ ideas and feedback, encouraging open communication and collaboration. By actively acknowledging and considering their input, leaders empower their team members and make them feel valued. Creating a culture of respect and appreciation is crucial for building strong relationships within the team—and as a leader, you go first in extending that respect.

Earning respect as a leader is not an easy task—it doesn’t come with the new title or the corner office (assuming you’re not just working from a spare bedroom in our house). But it is essential for creating a positive and productive work environment. By setting the example, asking for their team’s input, explaining decisions, protecting their people, and respecting them first, leaders can establish trust, loyalty, and mutual respect. These strategies not only enhance the leader’s reputation but also inspire and motivate team members to do their best work ever.

Image credit: Pexels

Originally published on DavidBurkus.com on August 28, 2023

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Six Key Habits of Great Leaders

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Six Key Habits of Great Leaders

GUEST POST from David Burkus

In a world of growing complexity and seemingly constant crisis, we need great leaders more than ever. But when you look at the stories in the press or check the staggering numbers of burnout and disengagement in surveys, it seems like fewer and fewer leaders are rising to the challenge. It starts to seem like becoming a great leader is too complicated and nearly impossible.

But when you survey people on what makes them appreciate and follow leaders, it turns out there are just a few simple habits that set great leaders apart. Simple, but not necessarily easy.

In this article, we will explore what great leaders do across six key habits that make them influential and their teams successful.

1. Promote Purpose

The first habit great leaders do is to promote purpose. Great leaders understand the importance of connecting the larger organizational purpose to specific projects and tasks. They are able to do more than regurgitate the mission statement of the organization. They can draw a connection between the organizational purpose and the work of their specific team. In doing so, they inspire their team members to see the bigger picture and understand how their contributions align with the overall goals. Furthermore, great leaders shift the conversation towards “who” benefits from the work and promote pro-social purpose. This helps team members feel a sense of fulfillment and motivation in their work, knowing that they are making a positive impact.

2. Clarify Vision

The second habit great leaders do is to clarify vision. A clear vision is crucial for the success of any organization, and great leaders excel at explaining what success looks like and where the organization is heading. They are able to paint a vivid picture of the world or the specific people the organization serves and what it will look like when the vision is achieved. Even when plans change, great leaders provide a clear vision of what a good job looks like. They use the concept of “commander’s intent” to communicate the vision of a successful mission, ensuring that even in constant turmoil, everyone understands the desired outcome and can align their efforts accordingly.

3. Create Accountability

The third habit great leaders do is to create accountability. Great leaders understand the importance of holding people accountable to their jobs and calling them up to a higher standard. They ensure that individuals are held accountable to the result, not just the tasks. By providing the necessary resources for individuals to achieve their goals, great leaders empower their team members to take ownership of their work and deliver exceptional results. Leaders provide autonomy to team members, allowing them to decide how the work gets done. But they’re also reminding everyone on the team that autonomy means greater accountability to the team, not less. They are leaders who hold their team to a higher standard and encourage them to perform even greater.

4. Provide Fair Feedback

The fourth habit great leaders do is provide fair feedback. Feedback is a crucial tool for growth and development, and great leaders excel at providing fair feedback. They tailor their feedback to the individual’s situation, skills, resources, and accountability goals. Great leaders give feedback that is in equal proportion of positive to negative, focusing on building upon the great things. Poor leaders often spend most of their coaching time on constructive criticism—which can be demotivating and decrease performance. Instead, great leaders create a balance between appreciation and constructive criticism to motivate and improve performance, ensuring that team members feel valued and supported in their professional growth.

5. Build Safety

The fifth habit great leaders do is to build safety, as in psychological safety. A psychologically safe environment is essential for fostering innovation and growth, and great leaders understand this. They provide feedback in a way that does not blame individuals for things outside of their control, encouraging transparent and honest conversations about failures to extract lessons and improve. By establishing a culture of safety, great leaders create an atmosphere where team members feel comfortable taking risks and learning from their mistakes. This leads to increased creativity, collaboration, and ultimately, success.

6. Develop Oneself

The final habit great leaders do is to develop themselves. Great leaders recognize the importance of continuous learning and self-improvement. They take responsibility for developing themselves as well as others. With a growth mindset, they actively seek out new information and skills, constantly striving to become better leaders. Great leaders understand that they need to develop themselves in the areas that their team needs in order to be better leaders. By investing in their own growth, they set an example for their team members and inspire them to also pursue personal and professional development.

The habits discussed in this article are what make great leaders worth following. They’re simple, but not necessarily easy. And they need to be done on a regular basis. But great leaders understand the importance of these habits and strive to incorporate them into their leadership style. By promoting purpose, clarifying vision, creating accountability, providing fair feedback, building safety, and developing oneself, leaders can inspire their teams to do their best work ever.

Image credit: Pixabay

Originally published on DavidBurkus.com on August 21, 2023

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Secrets to Overcoming Resistance to Change

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Secrets to Overcoming Resistance To Change

GUEST POST from David Burkus

Employee resistance to change is one of the most perplexing and challenging issues that business executives encounter. Senior leaders have mapped out a change initiative and, in the process, gotten themselves excited about the future only to find the rest of the organization doesn’t share their enthusiasm.

This resistance manifests in various ways, such as decreased productivity, higher rates of employee turnover and transfer requests, attitudes, unauthorized strikes, or work slowdowns. And in trying to overcome resistance to change, leaders often make structured, logical arguments for why the change is needed.

Arguments that fail to persuade.

What’s often overlooked is that employee resistance to change is most likely due to the emotions behind the change, not the change itself. And in examining those emotions, the late Carl Frost offered four key questions that people ask themselves when they’re being asked to change. The answers to these questions determine their excitement, or resistance, to change.

In this article, we will explore how to overcome resistance to change by addressing the emotions behind it and we’ll offer advice on how leaders can answer those four questions.

Question 1: Do we know where we’re going?

A clear and compelling vision of the future is necessary to overcome resistance to change. It is important to paint a clear picture of what the future of the organization looks like and include the individual being asked to make the change in that vision. When employees can see themselves as a part of the future, they are more likely to embrace the change. Additionally, it is crucial to ensure that the vision is shared at every level of the organization. This helps create a sense of unity and purpose, making it easier for employees to align themselves with the change.

By providing a clear direction and involving employees in the vision, leaders can address the uncertainty and fear that often accompany change. When employees have a clear understanding of where the organization is heading, they are less likely to resist and more likely to actively participate in the change process.

Question 2: Do we know why we’re going there?

Communicating the reasons for the change effectively is essential in overcoming resistance. Employees need to understand the changes in regulation, competition, or the economy that necessitate the change. It is important to avoid nostalgia for the old times before the change, as this can hinder progress. Instead, leaders should focus on selling people on why the change is necessary and beneficial.

By clearly explaining the rationale behind the change, leaders can address any doubts or concerns employees may have. When employees understand the need for change and how it will positively impact the organization, they are more likely to embrace it and actively contribute to its success.

Question 3: Do we know we can get there?

Confidence in the organization’s ability to achieve the vision is crucial for overcoming resistance to change. Leaders must build belief in the organization’s capacity to reach the new future. This can be done by addressing concerns about skills, resources, and capabilities. It is important to create a plan to acquire necessary skills and resources, ensuring that employees have the support and tools they need to succeed.

By addressing concerns and providing the necessary resources, leaders can instill confidence in employees and alleviate their fears about the change. When employees believe that the organization has the capability to achieve the vision, they are more likely to embrace the change and actively work towards its realization.

Question 4: Do we know that there is better than here?

Individuals need to believe that the change will benefit them personally in order to lessen their resistance. Leaders should paint a compelling picture of the change in their role and how it will be better. It is important to show how the change will result in personal growth and improvement. Additionally, leaders should address concerns about sacrifices, extra time, and learning new skills.

By addressing the personal benefits of the change and addressing personal concerns, leaders can help employees see the value in embracing the change. When employees understand how the change will positively impact their own lives, they are more likely to overcome resistance and actively engage in the change process.

Overcoming resistance to change is crucial for successful change initiatives. By addressing the emotions behind the change and answering the four questions, leaders can increase excitement, self-efficacy, and confidence in the change. That helps the organizational change itself find success and (hopefully) that success empowers every employee to do their best work ever.

Image credit: Pexels

Originally published on DavidBurkus.com on August 7, 2023

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