Leadership First: Younger generation seeks trustworthy leaders

Dear U.K.: According to Jennifer Deal, author of “Retiring the Generation Gap,” the five qualities most sought after across all four generations are: No. 1, credibility. People want to work under leaders that know their stuff, can teach it and are competent. No. 2, trustworthiness. Employees want leaders they can believe, but also trust, because they are capable. No. 3, listening. People want their leaders to be effective listeners who can empathize with their employees. While important for sure, being attentive does nothing for employees if the message enters one ear and exits the other without understanding. An effective listener shows respect for other’s input, even if they disagree. Studies have indicated that leaders who are rated by employees as better than average listeners are also rated as better than average leaders. Deal’s book indicates that listening may very well be a driver of leadership qualities. No. 4, farsightedness. Employees look for leaders to have a vision for tomorrow, the one that sets the course and navigates the way. A leader needs to be cognizant of the fact that people want a sense of clear direction, and they want it communicated on a regular basis. No. 5, encouragement. This quality of leadership is the act of coming alongside those we lead and bringing appropriate attention to individual qualities, circumstances or opportunities that will encourage others. It is the habit of focusing frequently on “the good stuff” versus an obsession with the negatives. This trait, or ability, seems to be conspicuously missing today among leaders. My experience shows that encouragement builds more positive attitudes and thus higher levels of job satisfaction, employee engagement, optimum performance and ultimately, customer satisfaction.

Dear Mark: Would you agree that leading by example can only take a manager so far? What is the next step? – E.O.

Dear E.O.: Let me rephrase your first question this way: Leading by example is the first and most essential step in a leader’s repertoire. In a generalized way, a leader’s role is to make the direction or goals crystal clear, give appropriate amounts of feedback, and monitor the results. Failing to deliver on any one of such steps will seriously compromise outcomes. Even more egregious is when a leader falls short of being a role model of the behavior or values he expects from followers. This can tear down employee commitment and create dissension. What is the next step? Consistency. Without consistency, employees question leadership effectiveness, and it creates a lack of organizational congruence. To lead people to higher levels of any kind of performance, there must first be consistency before there can be ascension.

Dear Mark: Can teams be dysfunctional, or is it always partly the leader’s fault when teams under-perform or do not operate effectively? – N.B.

Dear N.B.: While the leader has ultimate responsibility for the team’s outcomes, it is not always the fault of the leader when teams fail to perform. Teams can be and at times are dysfunctional. Here are some tips to try when you have a team that is not clicking: No. 1, make sure that there is one leader. No. 2, make sure that the leader is leading effectively. It is important that the leader is not being railroaded by other strong personalities in the team mix, nor should the leader be a narcissistic ego-driven know-it-all. If they are, work with the leader for a short while, but quickly move them out of the role if they cannot deliver. No. 3, verify that the team’s goals are clear. No. 4, clarify the team’s deadlines, plans or processes making certain that there are no misconceptions as to what is expected and the resources available. No. 5, visit with individual members of the team if it will help uncover what is really going on, then take appropriate action. No. 6, avoid future dysfunctional problems by investing in personality testing profiles. In addition, prepare members for possible personality clashes or conflicts by educating them about their differences and emphasizing how diversity gives the team added strength. Examine yourself, too; look to see if you have provided everything possible to make the team highly successful. If you have and team members are not making a worthwhile contribution, replace them with people who will.

Springfield-based consultant Mark Holmes speaks nationally on increasing employee and customer retention and improving employee performance. His ideas have been featured in the Wall Street Journal and on Fox Business Network. He can be reached at mholmes@thepeoplekeeper.com.[[In-content Ad]]