Articles tagged "Leadership Credibility"

What Is It You Want?

How consistent is your team in delivering what you request? Do they do what you want? Do they deliver what you need? Are they performing the way you expect? If so, congratulations! You have mastered that elusive skill in clearly articulating what it is you expect of others. If not, it’s time to get clearer in how you give directions, ask for support, or suggest changes in output. It’s time to be clear in what you want of others.

Posted by Liz Weber CMC on November 30, 2016 in Leadership Development and tagged Communication in the Workplace, Effective Leadership, Leadership Credibility

So You Think You 'Walk the Talk'?

You may have rolled your eyes when you read the title to this article. I know I may have too if I hadn't just experienced two senior leaders not 'walk their own talk' just last week. If some of the best-of-the-best leaders I am able to work with don't consistently walk their own talk, the likelihood that most other 'mere' managers and leaders don't either.

Posted by Liz Weber CMC on June 23, 2015 in Leadership Development and tagged Effective Leadership, Leadership Credibility, Leadership Development

Know What You're Talking About

On my return flight from a recent speaking engagement, I started talking with the gentleman sitting next to me as both he and I worked on our laptops. Roger was a senior level manager for a 250 person, defense contractor and was traveling to meet with his company's leadership team for an off-site management and strategy meeting. Roger was finishing his notes on what he wanted to present to help create greater clarity, energy, and productivity throughout the employee population. When I shared with Roger what my company did, he asked if I'd mind critiquing his ideas. (Poor Roger, he had no idea who he'd just asked to critique his ideas!)

Posted by Liz Weber CMC on September 23, 2014 in Strategic Planning and tagged Business Plan, Leadership Credibility, Organizational Change, Strategic Planning

Keep It Real

One of the professional organizations to which I belong had as its theme a few years ago: Keep It Real. It was meant to encourage us members to truly be experts in what we proclaim to be and do. To be honest, when I first heard the theme, I thought: Boring! However, over the past several months, I've come to appreciate it.

With the business environment continuing to be a challenge, it's been interesting to note the validity of Warren Buffet's famous saying: "Only when the tide goes out do you discover who's been swimming naked."

I vividly remember, as I was wrapping up a training program a few years ago, one of the participants said, "You actually know this stuff don't you? You actually do what you're training us to do." I looked at her and initially thought, "Well, yeah." But then I realized, "Oh my gosh! They must have had others stand in front of them who didn't know what they were talking about!"

For the first time in 22 years of business, I've also experienced a client blatantly lie to me. His business is in a desperate state, but his actions are what are concerning. He's not handling the situation as a courageous leader would. He's not respecting the business relationships that have supported him over the years. He's breaking trusts and relationships. He's killing his business.

There are far too many innocent victims of these troubled times. Yet there are many organizations and professionals who have been getting by, and as the economy has continued to pose challenges, are now being severely tested. When the economy was strong, it was relatively easy to hype less-than-excellent products or services.

But as the marketplace looks to make decisions more and more on legitimate value, how will your company stack up?

Will your past customers continue to be future customers?

Will your business colleagues and supporters continue to support you?

Have you proven that your products or services have been and will continue to be 'worth it?'

If your answer is "No," now's your chance to revamp. Challenging times are often the best times to revisit how and why you do what you do.

During your review process, it's also the right time to ask,

"What am I doing to ensure I continue to earn the trust and respect of my business colleagues and supporters?"

"How have we demonstrated our character as leaders and an organization during these difficult times?"

"If we were good before, what can we do to be even better for our customers going forward?"

So, how good are you and your company at doing what you say you do? In tough times and bad, do you Keep It Real?

Liz supports clients with strategic and succession planning, as well as leadership training and executive coaching.

Posted by Liz Weber CMC on March 25, 2014 in Leadership Development and tagged Accountability, Do Your Job, Leadership Accountability, Leadership Credibility

Poor Pilot Leadership

What would you do if you were the Pilot in Command, your plane full of passengers is stuck at an airport because of bad weather, and... You're not going anyplace soon?
Here's how a real pilot leader handled the situation: First-Class Pilot Leadership and here's how the pilot on the flight my husband and I were on handled it...

I just experienced, first-hand, poor leadership – poor ethical leadership that manifested itself through a lack of courage, character, and communication (Hmmm, three of my five C’s of Leadership.)

My husband and I arrived in Denver yesterday after a seven-hour delay: one circling Denver International Airport (DIA) watching storm clouds below before diverting to Colorado Springs; three sitting on the runway at Colorado Springs waiting for a gate; one waiting in Colorado Springs’ Airport for a bus to drive us back to Denver; and two more riding a bus to Denver.

Now travel delays are not new for me. I've traveled all over the world and air travel delays are accepted as part of the game. However, what’s not accepted is poor leadership by the pilot when things aren't going according to plan.

A Lack of Communication

We started to question the pilot’s belief in the value of communication when, after experiencing turbulence for over 10 minutes, the pilot finally came on the intercom to announce that we were experiencing turbulence. Then after we’d been circling DIA for almost an hour, the pilot informed us that we’d been circling DIA because of weather. He again informed us, two minutes before landing in Colorado Springs, that we were being diverted to the Springs. According to the pilot, we’d land, refuel and head back to Denver when the weather cleared. We landed and sat on the runway with another 25 airplanes for three hours before getting to a gate for refueling – or so we thought. When we got to the gate, we were told to gather our carry-on luggage as we’d be deplaning. Why? We thought we were refueling. The senior flight attendant thanked us for our patience but then informed us that the pilot and first officer had reached their FAA legal limit for flying that day. The flight was now canceled. Inside the terminal, the pilot informed us two buses were on their way to take us to Denver – however, there wouldn't be room for all of us. Some would have to fend for themselves and find a room overnight. While the 156 of us passengers tried to figure out who could stay and who needed to go, the captain and the rest of the flight crew headed towards the exit to catch a shuttle bus to a hotel. My husband (a private pilot) stopped him and said, “You’re the Pilot-in-Command. You can’t leave your passengers.” The pilot said he’d done all he could. He was on his way to bed.

I don’t blame this particular airline for the inconvenience we experienced. The delay was weather-related. However, what's not acceptable is the behavior of the supposed leader who doesn't respect his passengers enough to keep them informed of what he knows, when he knows it, when the information directly affects them. As I observed the pilot leadership, I have to admit I thought, “No wonder unions start in many organizations. It wouldn’t take much for us to rally together against this pilot and his crew.” The animosity that was now growing could have been avoided had the pilot simply communicated with us. Had he showed courage as a leader, he would have informed us himself, that he was nearing the end of his legal flying limit for the day, and the flight may be canceled. Had he showed any level of character, he would have made sure there were adequate transportation and lodging arrangements for his passengers before considering his and his crew's needs. However, as it was, the pilot took what he believed to be the easiest path. The trouble with the path he chose is it is now filled with complaints lodged by angry passengers.

Strong, Ethical Leaders Take Responsibility

A strong leader thinks of others first. A strong leader makes sure his or her staff, customers, and others are taken care of – because that’s a leader’s responsibility. That's the ethical, the right, thing to do. A strong leader takes control of situations – known and unknown. A strong leader has enough courage to share information – good and bad – with others so they can plan. A strong leader respects his customers enough to plan for their needs. A strong leader chooses the right path, not the easiest.

Are you a strong leader?

(I'm pretty sure Captain Sully Sullenberger would have handled this situation differently...)

Which type of leader are you?