Leadership guy Jon Gordon is writing about a timely topic. The author of  Playing to Win, What the Best do Better Than Everyone Else, and Training Camp, Ten Rules to Fuel Your Life, Work and team with Positive Energy, writes this week that “There was a time in most of our lives when we had no fear-that feeling when we jumped from the jungle gym and slammed our little bodies to the ground.”  He says we “felt there was nothing we couldn’t do.”  Yet somewhere along the way Gordon notes that we start to understand what it means to be fearful, and “let fear into our lives.”  And this of course, changes the way we approach our careers and our lives.

This is a timely message.  Even the most intrepid, courageous leader has been battered by tough economic times.  No question that the downturn has helped us focus on the highest priorites, improve efficiency, and execute with fewer resources.  Yet now is not the time to operate in fear. It’s time to screw up our courage, dive in the pool, and encourage our teams to do the same.  We’ve need to break away from the negative energy that is feeing our fears and insecurities; stop listening to the inner voice that says we shouldn’t or can’t.  As Gordon says, “go after our dreams.”  What’s at stake is not just the opportunity in front of us.  Living in fear can become a habit that keeps us stuck for the rest of our lives.

If you “play to lose,” and communicate this to others, then everyone in your organization will do the same.  That’s why everytime you speak with your direct reports, your teams, and your organization you need to get focused and feel the courage. People aren’t just listening to the words, they are reading between the lines.  You can’t fool them.  Take charge of your emotional state before you speak.  Communicate wih confidence. Invite others to make courageous decisions.  Make them believe in themselves.  Encourage them to lose the fear. 

As I’ve discussed in Motivate Like a CEO, leaders are the keepers of the emotional life of their organizations.  In challenging times, they must take control of their emotions and lead the way.  If you are a leader, now is the time to take an emotional inventory, before you stand up to speak.  Get in touch with your own courage, and then, light a fire; make them believe. If you live and work with zeal and act with courage they will do the same. As Gordon puts it, “overcome fear and adopt a play to win mindset.”   

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In Chinese philosophy the concept of Yin Yang, often referred to in the West as Yin and Yang, is used to describe how seeming disjunct or opposing forces are interconnected and interdependent, giving rise to each other in turn. Dark and light; male and female; low and high are all manifestations of yin and yang.

In leadership one of the yin and yang principals that I see at work are confidence and humility.  As I’ve said in past articles, great leaders have both.  More accurately, the best have a perfect balance of both. 

Last night a CEO approached me after my speech to a Chief Executives Club.  He’s been through a tough year and is feeling beaten up.  He has lost his passion for the work, isn’t connecting with his customers, and his business is faltering.  His confidence has taken a beating.  Just a guess - he probably had good balance to start.  He seemed sincere, authentic, and thoughtful.  But without the confidence he appeared tired and depressed.  It is taking a heavy toll on his personal and professional life.  

The pendulum can swing the other way - sometimes we can become full of ourselves when confidence rears ahead.  We’ve all met people who start to “believe their own press releases” and think they deserve all the credit for their own success.  We stand on the shoulders of our colleagues, teams and mentors as well as the leaders who came before us.  If we forget to praise, thank and reward people eventually it will catch up to us and have the same destructive effect.

How’s your balance of confidence and humility?  With confidence, you are able to make decisions, take risks, move ahead, deal with setbacks, and tip the balance in your favor.  With humility you’re able to open up to learning, see where you can improve, learn from your mistakes, appreciate others and keep perspective on success.

Given all that’s happened in business, it wouldn’t be surprising if many of us have fallen out of balance.   But an improving economy won’t cure that.  We have to rely on our inner resources.  Geting the balance right, finding the yin and yang of confidence and humility will make us better leaders.  How will you balance these two traits in your professional life?  

I welcome your comments as always and also wonder whether this is a topic worth exploring further in a Teleseminar or Webcast.  Let me know about other topics that interest you, too.  Click on “leave a reply” below or email me at info@bates-communications.com  

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Tory Johnson interviewed me about the importance of “Motivating like a CEO” in today’s economy.  Watch our interview here: http://abcnews.go.com/video/playerIndex?id=8209974

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If you subscribe to the idea that workplaces operate a lot like families (the personalities, the relationships, the challenges) then you might be interested in some information I found while researching the long term impact of crisis on a family.  This information came from the Head Start program model for assessing crisis.

As you read these, ask yourself how it might apply to your team or organization.

During a crisis, people tend to:

Have difficulty thinking clearly.  People in crisis may quickly skip from one idea to another in conversation, making them difficult and confusing to follow.  They may have trouble relating ideas, events and activities to each other in a logical way.

Dwell on meaningless activities.  In an attempt to combat anxiety, people in crisis may become overly involved in activities that are not productive.  They are likely to need considerable help in focusing on activities that bring the crisis to an end.

Express hostility or numbness.  The feeling of loss of control and vulnerability experienced by most people in crisis may be expressed through hostile words and actions directed toward anyone who intervenes in the situation.  Others may withdraw or experience depression; they seem not to care about the crisis or its outcome

Act impulsively.  Although some people become immobilized in crisis situations there are others who react impulsively without any regard to the consequences of their behavior.  This makes a complex situation even more difficult to resolve.

Feel incompetent.  A crisis presents a threat to one’s sense of personal competency and self-worth.  To counter low self-esteem, people in crisis may assume a façade of adequacy or arrogance.

How can you counteract the impact of a prolonged state of crisis in your organization?  Here are 7 steps you can take immediately to help you take the pulse of individuals and the organization as a whole, and get people focused and on track:

1.    Schedule meetings with individuals on your team

2.        Ask them about projects they enjoy or would enjoy doing

3      Facilitate ways for them to do work they enjoy that has an impact on the organization

4.      Schedule the next meeting in two to three months to check in on how they’re doing

5      Talk about the big picture people long to work for a purpose greater than themselves

6.      Focus conversation on the future – exciting opportunities ahead – this is one of the most important tenants of crisis communication – help people see what is possible

7.      Talk about it in your meetings, your conversations and your emails – a steady flow of positive, future focused communication will alter the din of bad news

For more tips on how to lead during crisis, go to the articles section of our web site:

www.bates-communications.com/articles and click on leading in crisis.

Or go to our bookstores and order a copy of the booklet: The Power of Adversity, How to Communicate with Confidence, Make Powerful Connections, and Thrive in Challenging Times

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Do you remember where you were September 15^th, 2008.  No?   My day began with a staff meeting and lunch with one of our consultants, the afternoon, a scheduled meeting with a prospective client was postponed.  Not a particularly memorable day.  Funny I had to look back at my calendar.  How about you? Still nothing coming to mind?  Interesting, because that was the day everything changed.  That was the day they threw out the rule book on business as we know it.

September 15^th was the day that Lehman Brothers filed for Chapter 11 bankruptcy protection, the largest bankruptcy filing in US history.  The Dow Jones closed down 500 points that day, at the time, the largest drop since September 11^th.  Five days later, Lehman Brothers was liquidated, beginning a tsunami that took down the credit markets and launched an economic meltdown around the world.

Yesterday, Nobel Prize winning economist Paul Krugman declared that the recession (which technically began back in December 2007), should end by  September 2009.  But what will that mean?  He also predicted that unemployment will continue to rise.  That’s what I mean when I say the rules have changed.  We’re hanging on for “back to normal” but nobody knows what it will look like.

Since we don’t know what to expect, it’s time to prepare for the new normal - an extra level of preparation for our career path as well.  Imagine you’re taking a day hike in the mountains - when you were younger, you might just have grabbed a bottle of water and a granola bar - but if you’ve ever experienced any uncertainty while hiking - the feeling you’re not sure whether you’ve taken the wrong path - and you’ve heard about other hikers being lost for days - you realize that isn’t going to do it.  To be sure you get there and back you decide to pack a compass, rain gear, substantial provisions, matches, and a fully charged cell phone.

The analogy to career preparation is that to be certain you get where you’re going, relying on your wits probably isn’t enough.  You’ll be far better off if you have mentors, coaches, trusted advisors and a team of colleagues you can rely on.  If your company is offering training and development, you need to take advantage of it - especially develop skills that are not your strengths.

In that spirit, I want to let you know that our next Speak Like a CEO Boot Camp has been scheduled for October 15th and 16th in Boston and it is going to be a dynamic session.  If you sign up this week we’re also giving you a complimentary coaching session.  It’s an hour and a half, one on one, with one of our top coaches.  This is the first time I’ve ever done this and it may be the last.  So if you’re really interested in attending our boot camp, this would be the time to let us know.  Contact Meredith O’Connor by Friday to take advantage of this offer.  moconnor@bates-communications.com

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Here’s our latest press release - just  out this morning - on motivating employees.  Please read on, it may alter some of your assumptions about how to retain top talent and motivate people –through this economic recession and beyond.

The Top 5 Myths About Motivating Employees

Dangerous in a recession, deadly in a recovery

MEDIA CONTACT:
Sal Vittolino
Phone: (610) 359-8773
mailto:salvitt@comcast.net

In a typical workplace, only 29 percent of employees are actively motivated and engaged in their jobs, while 71 percent are unmotivated and disengaged - either not engaged at all (54 percent) or are actively disengaged (17 percent) - according to the Gallup Management Journal’s Employee Engagement Index.

“While there has been a slight uptick in employee motivation in recent surveys, this may be only temporary because it’s based on survival. As the pendulum swings back, employers should watch out - because employees will look at their jobs and their companies differently,” said Bates.

The Top 5 myths about motivating employees, according to Bates and “Motivate Like a CEO,“ are:

Myth #1: Money is the number one way to motivate employees. “Salaries and bonuses have been the staple of motivation. Most companies relied primarily, even completely, on monetary rewards,” said Bates. “Money is only one of many factors in motivation. Yet companies have become lazy about motivating people instead of giving them what they really crave, which is recognition, praise, and the opportunity to learn.”

Myth #2: If you want to motivate people, don’t let them in on the bad news. “This is a particularly damaging myth. Bad news always gets out to employees. They hate it when you hide bad news; they consider themselves partners in the company, and they long for a chance to contribute and make a difference, especially in tough times,” said Bates. “The surest way to motivate people is to empower them even with terrible news, so they can come to terms with reality, think their way through the crisis, and contribute to creative solutions going forward,” said Bates.


Myth #3: Most employees know what motivates them. “Many people are searching for a larger purpose, and they are not finding it in their work,” said Bates. “In challenging times, employers can become a powerful source of motivation and pride among talented people. In a downturn, leaders must talk to employees and help them discover who they are and what motivates them. Spend time with them; ask them why they enjoy the work, what they enjoy most, how they want to contribute, and where they see themselves in the future,” said Bates.

Myth #4: You simply cannot motivate everyone. “This was true in boom times, when organizations were bloated and some people you hired were marginal. Those days are over,” said Bates. “Now that companies have downsized and are arguably leaner and meaner with the best talent, this is a damaging assumption. It is a leader’s responsibility to motivate employees. It’s time to stop blaming employees, and start looking to leaders to ignite the spark,” said Bates.

Myth #5: People are just grateful to have a job, and this attitude will survive the downturn. “Top talent will always have a place to go, and while they may have had less mobility during the recession, your competitors are already looking around to see who is unhappy and ready to leave,” said Bates. “Employers who keep believing their people are just grateful to have a job will be blindsided when their top talent walks out the door because they don’t have leaders who are engaging them, praising them, recognizing them, and giving them opportunities to grow.”

If you are member of the media and would like to schedule an interview or set up a time to speak with Suzanne, please contact: Sal Vitollino - salvitt@comcast.net

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Executive coaching is fast becoming one of the most popular and effective ways to accelerate your professional development and move forward in your career as a leader.      

How hot is executive coaching today?  Fast Company reported a study by Dr. Brian Underhill in 2008, which found that it now reaches into the highest levels – 43% of CEOs and 71% of senior leaders report they’ve worked with a coach and 92% would use one again.  63% of organizations reported they planned to increase the use of coaching over the next five years.   

If you’ve never had a coach it may feel like a big step.  Do you really want someone spending that much time, knowing that much about your professional life, and providing a more structured path to success?  Do you have the time and energy to invest in this when you’re so busy just doing your job? 

This is a great question - but don’t make the mistake of thinking its about time and money.  It’s really a question of your priorities.  You take a big step when you have a big goal.  As Dale Carnegie once said, “The person who gets the farthest is the one who is willing to do and dare.  The sure thing boat never gets far from the shore.”

 Typically, an executive coach is hired by the organization to be your partner.  You vet the coach as well, discussing your strengths and needs for development, goals and timelines and measures of success.  Organizations should look for coaches with extensive experience and a track record of success.  While a coach is hired by the organization and accountable to them, your relationship is confidential - they are there for you.   Their job is to advise, train and guide you and act as confidante.  Because of the nature of the work, they should be authorized to keep the specific content of the coaching interactions confidential, while setting up a reporting and check in process that allows you to get feedback on your progress.

Coaching is rewarding and it is fun, when you have the right person at your side.  As you achieve your goals you feel great about where you’re going.  Right now, my sense is many professionals are feeling stuck - promotions are not as frequent in this economy, bonuses are stagnant or non existent, and they are looking for ways to hone their skills to prepare for a more robust economy ahead.  This is a great time to look into coaching.

How effective is coaching?  That depends upon the coach and you, but the statistics are pretty compelling.  A study by Right Management Consulting  in Forbes Magazine looked at 100 senior executives in Fortune 1000 companies – and found that coaching paid off almost 600% above the initial cost. 70% of the executives who received coaching estimated the return on investment at $100,000 or higher. 53% said they were more productive. 48% said they produced higher quality work and 48% said the organization was stronger and more cohesive as a result of executive coaching.    

Why are organizations turning to coaching?  Because it is effective! A 2009 Harvard Business Review Survey on the question – “do companies and executives get value from their coaches?” found clients keep coming back because “coaching works.”  48% of companies now use coaching to develop the leadership capabilities of high potential performers.

If you’re interested in learning about how coaching works, how to choose a coach and get the most from a coaching program, I have just made available a 50-minute MP3 that answers many of your questions on coaching.

If you would like to download this audio program, please contact our marketing director, Meredith O’Connor, at moconnor@bates-communications.com

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According to new research, employee engagement decreased during the first year of the recession and has since bounced back. Modern Survey’s Employee Engagement Index found in February 2009, more employed American adults than in August 2008 said they take pride in their company, see a promising future there, and go “above and beyond” for the company’s good.

“It’s important to note that our survey only included people who haven’t lost their jobs and are currently employed,” said Bruce Campbell, a Senior Consultant at Modern Survey. “I think most people these days realize that there is nothing like a guarantee of job security anymore. Most of us know good, hard working people who have lost their jobs through no fault of their own. Perhaps more than ever, employees are feeling a real sense of gratitude that they still have jobs, and have come to understand that the best thing they can do to improve their chances of keeping their jobs is to do whatever they can to contribute to the near-term success and long-term viability of the organizations they work for.”

Modern Survey says these results suggest that the majority of employees are motivated to do their part to help the organizations they work for survive the current economic crisis. That’s what I call a strong, common purpose.  They’ve rallied around their organization knowing that it may not survive without their enthusiasm, energy and support. 

As the survey authors report, that’s very good news for executives and managers in the short term. But looking forward, what can employers expect as the economy eventually recovers and employment opportunities begin to improve?

According to Modern Survey’s President, Don MacPherson, there has been a major shift in how people view their employment. “Right now many people feel very fortunate to have their jobs. A year ago the same people may have felt they were entitled to their jobs. Everyone knows someone who has been affected by a job cut or layoff. The surge in cuts and general employment uncertainty is real enough to change perceptions and behaviors.”

Because behaviors have been changed does not mean they will last. MacPherson says organizations need to pay attention to their employees now more than ever. “The last thing you want to do as a manager or senior leader is take your employees for granted now. Companies will have fewer people taking on greater responsibilities. Those organizations that neglect their employees by failing to provide recognition or developmental opportunities risk losing people as the economy improves and other opportunities present themselves.

“I can’t stress the importance enough of checking in with your employees throughout this downturn. No management team wants to struggle during these challenging times only to lose those people who got the company through it because they were ignored.”

When I wrote Motivate Like a CEO, we were at the beginning of a downturn that no one could have anticipated would be as deep, wide and painful as it has been.  Yet, it became clear that the principles of motivating and inspiring a team that worked in good times were even more important to know, in times of hardship.

If your employees are highly motivated now, will they feel as united and committed when the economy improves?  This depends upon how well you engage them.  Here is a brief on the eight principles of motivating through communication:

1.   It begins with you: your purpose and passion - a leader can only motivate others if he or she feels passionate about the work and the organization

2.   Communicate a clear powerful mission - beyond survival, what is the exciting vision you want your employees to embrace?

3.  Learn what motivates people - after the economy begins to recover and they feel more secure in their jobs, what else will keep them as engaged as they are now?

4.  Make a personal connection with others - in times of crisis, leaders tend to retreat and carry the weight of the world on their shoulders but instead they need to reach out to others.

5.  Make the conversation about them - the easiest way to discover what connects people to your organization is to ask them.  Find out what they love and what they find rewarding.

6.  Praise, recognize and reward - a precision tool in leadership, which allows you to recognize the employees who represent the behaviors and values you want to drive through the culture

7.  Walk the talk - when people see the leader of their team or organization doing right by others, they are proud of where they work and try to emulate those behaviors and actions.

8.  Empower people - in a crisis - you’re looking for great ideas and give people latitude to execute.  Be sure you continue to show the same confidence in them when things improve.

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The turnaround is coming.  You may already feel it.  The phone is starting to ring. Customers are coming out of their caves.  They’re talking about new projects and purchases they’ve been putting off, things that they just don’t want to delay any more.  Yes, budgets are tight, but you sense things beginning to happen.  It’s in the air.  And, you may think you’re more than ready– it’s been a long, cold winter.  But is your organization ready for the upturn?  Are your leaders ready to lead in this new world?   

Let me give you an example of where some companies may get tripped up.  Let’s say you’ve completed anticipated layoffs but the restructuring is midstream; there is still a lot of confusion within businesses or groups, as people try to figure out roles, responsibilities and priorities.  Leaders who are new in their roles are just locking in on strategic objectives and have not yet communicated those to their teams.  

A round of musical chairs at the top – with new people in key positions, creates a tremendous amount of uncertainty.  If they were promoted from the ranks to take their boss’s place, they may have the raw talent, but lack the preparation and training.  Sure you can watch them sink or swim, but you need everybody swimming right now.  They have to be effective immediately.  This means learning to think and act strategically, and also being able to effectively communicate a plan and get people moving in one direction.

A leader’s role is really not to do the work, but to motivate and inspire others to do the work of the enterprise.  And these workers have been through the ringer over the past 12 to 17 months.   Many employees are still stressed out.  Their spouses may still be unemployed, they’ve taken pay cuts, their former colleagues and friends may still be out of work, and they may not be certain the other shoe isn’t about to drop. 

This means your leaders must manage the emotional side of their organizations, create a positive, productive atmosphere.  They need to listen well and develop a strong feedback loop so they know what’s really going on deep in their organizations, where the creativity lives.  They need to be able to cull the best ideas and energize their teams to innovate and find solutions.  This requires a level of communication skill that many leaders have not yet developed.  They’re excellent technically and have good business minds, but now they need to communicate as leaders.

In addition, there’s the issue of attracting and retaining the best talent.  If your company grew leaner over the last six months, that’s probably a good thing; however, if you had cut with an ax instead of a scalpel, you’ve had some brain drain.  This may leaves gaping holes that you need to fill – talent you need to hire.  That’s exciting.  But also daunting. 

One secret to attracting new talent is to have leaders in place who are known for their ability to develop people.  Talented young people want to go to work for leaders they admire and respect.  Knowledge workers and high potentials are looking for a boss who appreciates them, engages them and understands their value.  So getting ready for the upturn is something your organization needs to take seriously.  In the new world, leaders have to be very good at connecting top talent to the organization and creating a strong culture.  

We’re not there yet.  We’re poised for the return of the buyer.  The Business Roundtable First Quarter 2009 CEO Economic Outlook Survey found CEOs actually expect a decrease in sales, capital expenditures and employment.  However, it’s coming soon.  Harold McGraw Hill III, Chairman of the group, as well as Chairman, President and CEO Of the McGraw-Hill Companies, said, “Fortunately, both U.S. and foreign governments have recognized this need (for economic stimulus) and taken significant steps to spark demand. And while recently implemented Administration policies will take time to have an impact, they already have begun to restore confidence in our markets, which is a critical first step.”

Six months is no time…in business … everybody knows you need to be ahead of the curve.  That means preparing your leaders to lead.  There is nothing more valuable than the ramp up time you have right now to develop their talents and skills.  When business returns, the companies that invested in their leaders will be the ones poised to seize the day.    

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Are the people who have kept their jobs after a layoff more stressed out than those who were shown the door?  Eben Harrell reported recently in Time Magazine’s online version Time.com that at a conference at the University of Cambridge researchers reported yes-they are.  Compared with people who are straight-up laid off, “those who keep their job but are under a constant threat of losing it suffer a greater decline in mental well-being.”

When you think about it, it makes sense.  If you lose your job, as stressful as it is, you have the opportunity to go through a grieving process, to start anew, and perhaps even find a better, more suitable opportunity.  As stressful as it is financially and emotionally to lose a job, you can focus on health, exercise, family, relationships and self care.   

Not that losing your job is a cakewalk, either, says Carl Schneider, a Cambridge-based career counselor and psychotherapist.  Today’s Boston.com quotes Schneider saying, “It helps people if they can remember that being laid off brings irritability and sleep problems,” he says. Expect to feel hurt, angry, rejected, even depressed. Remind your partner or your roommates you’re not going to be at your best. Cut yourself some slack.

But back to the research on those who remain on the job.  Brendan Burchell, a Cambridge sociologist, suggest that employed people who feel insecure in their job display similar levels of anxiety and depression as those who are unemployed. What’s fascinating is that a newly jobless person’s mental health may “bottom out” after about six months, and then even begin to improve.  However, the mental state of those who still have jobs, but are perpetually worried about losing them, “just continues to deteriorate, getting worse and worse,” Burchell says.

Furthermore, while workers may still be in a ’shock’ period,” after they endure the ongoing threat of being fired — they may begin to suffer severe symptoms of anxiety and depression, such as insomnia, substance abuse and lethargy.  All of this stems from the frustration of not being able to plan for their future or feel in control of their life.

How can leaders communicate with a stressed out workforce?  

• First, accept the issue of stress is real.  This doesn’t mean you need to coddle people - in fact quite the opposite.  You reduce stress by telling them what’s happening
• Communicate this “straight up” information on a regular basis, not just in a crisis meeting, so that people always know where things stand. 
• Remember, it’s not false comfort people are seeking, it’s to know what you know, when you know it.  They want the truth about the situation.  And they want to know how they can help.

If this research is correct, then not knowing is the most stressful part of being employed in uncertain times.  Therefore, as a leader you need to bring some measure of certainty about the facts as you know them today, even if you’re not sure what the future holds.  What I know from experience in working with executives is they tend to go behind closed doors, fret, and stew, and even try to “protect” people by keeping a lid on bad news and imminent risks. 

If employees know more, they can contribute more.  They will arguably be more productive, because they aren’t spending all their time worrying about things that may or may not happen.  Don’t sugar coat the news, but be optimistic about what they can do- in other words, tell them which parts they can control.  No leader has a crystall ball, but you do have a current picture of the business today.  Why not open up and share what is relevant with your employees?

When I started writing Motivate Like a CEO, times were better, and yet even then, our survey found that leaders could do a far better job keeping people in the loop.  Here’s a sample of what they said:

“I need my company’s leadership to communicate to me and my colleagues to provide a context for our work and a purpose for our everyday contributions”

“I feel like I need that high-level, overarching vision to motivate me t6o do my best work and to focus my work toward what helps the company bottom line.”

“Employees are not mind readers.  It’s important that they stay connected to a vision larger than their own to succeed personally and help their company succeed.”

“If employees understand why they are doing certain things and what the ultimate goal is, they will be more enthusiastic and take ownership.”

Employees long to be part of a greater purpose and want their leaders to communicate with them and tell them how they can do so.  What greater purpose exists right now for them than to marshall all of their creativity and energy to helping their own companies survive and thrive?   

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