Leadership Today - Practical Tips For Leaders

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**Leadership Today – Practical Tips For Leaders**

Practical tips for leaders. Hosted by psychologist and founder of Leadership Today – Andrew Beveridge.

Leadership Today is a weekly leadership podcast for managers, team leaders and executives who want practical, evidence-based leadership advice. Hosted by psychologist Andrew Beveridge, each episode translates the latest leadership and organisational psychology research into simple strategies you can use immediately. Discover practical tips on leadership, management, coaching, emotional intelligence, difficult conversations, delegation, employee motivation, psychological safety, team effectiveness, change leadership and workplace performance.

Go to www.leadership.today for episodes and more information.

Latest Episodes:

Episode 134 - Creating Customer Value Apr 22, 2022

Show notes

Summary

In this episode we explore how to create customer value in our roles and why it matters.

Transcript

Welcome to episode 134 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how to create customer value in our roles and why it matters.

Creating customer value is central for any successful organisation. If we aren't creating value for our customers, we are bound to fail. Customer value is also at the core of improvement methodologies such as Lean. At its heart, Lean is a set of improvement methodologies that puts customers and our people at the centre. It is focused on delivering value to customers in the most efficient and effective way possible, using fewer resources and producing less waste. Lean pursues perfection - until we have reached perfection, we can always do better. It also recognises that engaged and motivated people are essential for delivering great outcomes. By relentlessly removing waste and increasing value, we can deliver even better results for our customers. Furthermore, we can achieve this in a way that looks after our people.

Sometimes people struggle to identify their customer or customers. A simple way to do this is to ask - Who uses what we produce? While those people may not be called 'customers' within or by your organisation, they are your customers from a value-creation perspective.

In order to create and increase value for our customers, we need to understand what they value. Rather than guessing at their needs, it's often simplest to have a discussion with them.

We could include open questions like:

What challenges do you face?
What matters most to you in the product or service we provide?
What doesn't matter?
What do you like the most about what we provide?
What do you like the least?

Importantly the conversation needs to focus on them, not just on our product or service. Such open conversations can often highlight new opportunities to add value.

So this week, spend some time getting to know your customers and their needs better, then focus on ways to increase the value you offer them.

Episode 133 - Pride Comes Before a Fall Apr 15, 2022

Show notes

Summary

Excessive pride can lead to a range of problems. We can avoid this by practicing humility.

Transcript

Welcome to episode 133 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore the importance of practicing humility in order to avoid excessive pride.

We've all heard the expression, pride comes before a fall. Being proud of our achievements is fine. The issue is when we elevate ourselves above others or think we are infallible. So whenever there is a track record of success, pride can become a problem.

So what's the issue with pride? There are three main issues when people become too proud:

The need to be an expert. Pride can make it hard to say "I don't know". This may lead people to make poor decisions based on incomplete information or faulty logic.
They receive less feedback. If you think you have it all together, people aren't likely to tell you otherwise. This can reduce the amount of feedback received.
This combination of a lack of feedback and overestimated ability makes a fall more likely to occur, and even more difficult to take.

So how do we ensure we keep excessive pride in check. The key is to practice humility. Here are five things to try:

Become aware of your weaknesses, not just your strengths - if you can't identify any weaknesses, then you are at risk
Listen to others - genuinely value their input and perspectives
Be willing to say "I don't know" - it's perfectly fine to not have all the answers
Ask for help when you need it - everybody needs help and support at different points
Actively seek specific feedback - don't just ask "how am I doing?" but ask for feedback about specific areas (for example, "I want to improve the way I present - what's something specific I could improve?")

Pride doesn't have to become a problem. If we want to avoid a fall, we can practice humility.

Reference

https://hbr.org/2021/09/dont-let-power-corrupt-you

Episode 132 - Scheduled Decisions Reduce Worry Apr 08, 2022

Show notes

Summary

We can so often end up worrying about decisions that we don't even need to make yet. Here's how scheduled decisions can help.

Transcript

Welcome to episode 132 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at how scheduled decisions can reduce worry.

Have you ever dreamed about leaving a job? Things become challenging so you start to scroll through employment websites, just to see what else is out there. Before you know it your spare time, commute to work, lunch break and other opportunities are punctuated by a quick job search.

Or maybe there's another type of significant change you need to make at some point. Perhaps this change doesn't need to happen for a while, but you find your thinking looping back on it repeatedly.

As humans we have an exceptional ability to find things to worry about. There are some things we can't control or influence where worrying is entirely futile. But there are other things that we do have some control or influence over where worrying can still become a problem.

Here's a simple technique that I believe can really help. I call it scheduled decision making.

Let's take the job search example. The problem here is that we haven't actually decided to leave our current job, so the constant job searching just leads to distraction and dissatisfaction. We haven't decided to make a decision, so we end up just gathering more and more information as we ruminate on whether we should change jobs.

When coaching people in these sorts of situations, the first question we explore is whether now is the best time to make a decision. Often times now isn't the best time to decide. There may be a lot going on so the person doesn't have capacity to work the issue through, or they may not have all the information they need to make the decision, or their decision might just be a reaction to current circumstances. If that's the case, then we explore a time in the future when they will likely be in a better position to make a decision. Here I ask people to actually choose a date. I then suggest they schedule the decision making process for that date.

In the job search example, let's say we schedule the decision for two months in the future. That helps us to feel confident we will address the issue - it's in our calendar. It also makes all that job searching far less important, so we can better focus on today's challenges. At the two month mark they will make their decision about whether to leave their job or not.

So this week, think about things you are worrying about at work. Is there an opportunity to schedule your decision making for a future date? You might just find it helps you to focus on the present, and leave future problems for a better time in the future.

Episode 131 - Succeeding in a New Role Apr 01, 2022

Show notes

Summary

Starting a new role can be challenging. In this episode we explore how best to succeed when you're starting in a new position.

Transcript

Welcome to episode 131 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how best to succeed when you're starting in a new position.

Starting a new role can be really challenging. There is so much to get your head around. What am I accountable for? How do the systems work? Who's in my team? We want to set ourselves up well, but what do the most successful people focus on in those first few weeks and months?

Researchers Cross, Pryor and Sylvester found those who are most successful in new roles build broad, mutually beneficial connections right from the start. This helps these so-called "fast movers" to be more engaged, productive and innovative. So how do they do this?

The most effective new starters quickly identify key leaders and influencers across the organisation who are willing and able to help them get things done. Fast movers build these connections quickly, looking for ways they can provide help and support. The key here is that the relationships are mutually beneficial. They don't just go out asking for help, but look for ways to assist others. Over time this means people come to them to offer advice, support and ideas.

Fast movers think about where they add value through their strengths, while also identifying people who can assist with their gaps. They use their connections to help diagnose their strengths and what they may need to work on in relation to their role.

Fast movers tend to work across the organisation, moving across silos and boundaries. This is incredibly beneficial to organisations that so often struggle to work between different areas and departments. It's like the glue that holds the organisation together, and that's part of what makes these fast movers so valuable. Their broader perspective really helps fast movers to stand out from the people who stick to their own area.

So, whether you're new to a role or not, there are many benefits to be gained by broadening your network across the organisation. Look for ways you can support others while also gaining support. You might start by asking your manager and colleagues for people they rate highly. Schedule some time to meet with these people to find out more about their role and part of the organisation. Look for ways you can assist others across the organisation. It will help you to succeed in your own role.

Reference

https://hbr.org/2021/11/how-to-succeed-quickly-in-a-new-role

Episode 130 - When to Set a Deadline Mar 25, 2022

Show notes

Summary

Deadlines can help us, but they can also take us away from what's most important. This week we explore when to set a deadline.

Transcript

Welcome to episode 130 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are looking at when to set a deadline.

Deadlines can be really helpful if we use them well. I've spoken before about the mere urgency effect - that we tend to focus our attention and efforts towards tasks with a deadline over and above other far more important tasks that don't have a deadline. Deadlines attract our attention and energy. So if we set deadlines for things that aren't important, they will draw out attention and energy away from the things that really matter.

But we can use this effect to our advantage. There are plenty of things in life that are important but never really urgent. Things like planning, rest and recovery, exercise, connections with others. We need to schedule these things into our calendar - effectively giving them a deadline.

Here is one example from my own business. Every Monday at 8.30am I review progress against a range of targets for my business. That includes the usuals like sales and delivery, and things like podcast and app downloads. But it also includes exercise, social connections, and time spent away from my family, which I try to keep within a tight range. It's a routine - a not negotiable. Having a deadline on this helps draw my attention and energy. I can then look at these measures and schedule any actions needed over the coming weeks. It helps me to remain proactive and focused.

So this week, think of the important things in your life that you may have been neglecting. Put them in your calendar with a deadline.

Episode 129 - Community Multiplies Support Mar 18, 2022

Show notes

Summary

If you needed help, who would you turn to? The amount of support we receive depends on how well those people are interconnected. Community multiplies support.

Transcript

Welcome to episode 129 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are exploring how community multiplies support.

If you needed help, who would you turn to? Most of us have a few friends or work colleagues that we can turn to for help. But how supportive do you think these people would be?

It turns out that how much these colleagues and friends know and like each other has an impact on the level of support we feel we receive. The more those we seek support from are connected with each other in community, the greater the support we experience.

Researchers describe this as network density - the extent to which individuals in the network are interconnected in positive and supportive relationships.

David Lee from the University of Buffalo describes it this way - "The more cohesive, the more dense this network you have, the more you feel you can rely on them for support. It matters if your friends can depend on each other, just like you depend on them."

Jonathan Stahl, another member of the same research team, put it this way "You can have two friends who are both very supportive of you, but if they are both friends with each other, that makes you feel even more supported."

So it's not just the number of connections that matter, but also how much those connections are in community with each other.

We know that connections and feeling like we belong matter at work. This research shows that as we build community and connections in the workplace, there is increased potential for people to feel supported by others.

As a leader, you can strengthen your team by investing in team building. Help those in your team to build connections with each other and provide support. Being in a community multiplies support.

Reference

David S. Lee, Jonathan L. Stahl, Joseph B. Bayer. Social Resources as Cognitive Structures: Thinking about a Dense Support Network Increases Perceived Support. Social Psychology Quarterly, 2020; 019027252093950 DOI: 10.1177/0190272520939506

Episode 128 - The Power of Options Mar 11, 2022

Show notes

Summary

Generating more options increases the chances of better outcomes, particularly when faced with uncertainty. That's the power of options.

Transcript

Welcome to episode 128 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are looking at the power of options.

Options are powerful. One characteristic of those with high levels of hope is a focus on multiple pathways. When they're faced with a challenge or obstacle, those with hope quickly determine options to still reach their goals.

But what about you? When you're faced with a challenge or problem, how many options do you typically come up with?

When we encounter a challenge, most of us tend to generate one option and then run with that. We generally go with the most obvious idea that first crosses our mind. What are the chances of that being the best option? Pretty slim.

I once heard someone say that the best idea is number 2.5. What did they mean by that? Well, idea one is rarely the best. Idea two is usually better than idea one. Idea three is often a little too far out to be practical. So the best idea is 2.5 - combining idea two and idea three as a new option. The principle here is that we are far better off generating multiple options, then choosing the most appropriate even if that means combining some ideas.

Yet in those moments our brains are desperate for certainty and conclusion. That's why we so often stop at option one. Here are a few tips to help.

Recognise that option generation and option evaluation are two distinct steps. If we are trying to evaluate our options while we generate them, we will often throw out too many options that could have merit. Instead, spend time generating multiple options before evaluating them.
Use a coach. I'm a big fan of peer coaching and include it in every leadership program I design. Having someone asking you for further options and guiding you towards new areas is extremely helpful.
Consider where you come up with your best ideas. Most people develop their best ideas when they're relaxed, maybe having a shower or going for a walk, and when they're interacting with others. Make sure you give your brain time to relax and consider options, and bring others around you to bounce ideas off.

So options are powerful. Don't get stuck on option one, but always take the time to explore other alternatives.

Episode 127 - Better Together - Challenge and Support Mar 04, 2022

Show notes

Summary

In teams we can take either a challenging or a supportive role, but they're even better together.

Transcript

Welcome to episode 127 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are exploring how challenge and support are better together.

When working in teams, there are two main roles we can take to improve performance and build cohesion. The first is the challenging role. This is where we focus on new ideas and efficiency, while also challenging the way things are currently done. This helps the team to find new ways and implement improvements, but it can also be confronting for those who would rather leave things the way they are which, let's face it, is most people. The second role is supportive. Here we focus on strengthening team bonds, building trust and increasing friendly interactions within the team. This helps the team to get along and work well together, but isn't necessarily focused on performance and improvements.

People can take on either a challenging role or a supportive role. Some even manage to take on both. But who do we really want on our teams?

A recent study In the Journal of Management looked at both the challenging and supportive roles people took on, and their likelihood of being chosen for new teams. The study used MBA students who had worked on team projects together and asked them to then select who they would most like to work with in a future team. Who do you think were the most popular choices?

When people were choosing between those taking on what researchers described as a challenging voice or a supportive voice, it was the supportive people who were selected most often. As the researchers described "Having a positive reputation for good work goes a long way, but so does just being a good person. People want to work with those who they feel comfortable with." In fact, people are willing to sacrifice performance to work with people who are trustworthy and friendly.

The most desired team members were those who combined challenging and supportive roles. They are able to focus on new ideas and improvements, while still bringing the team together towards these goals. This combination helps with unity and performance.

How do we apply this research?

If you're new to an organisation or team, it is helpful to be open in your desire to support others and build cohesion. If you lead with the supportive role, it's much easier to then take on a challenging role in the team.

Perhaps you're already great at building the team and supporting others. You might want to explore how to increase the challenging role.

Or maybe you love being the devil's advocate, constantly challenging old ways of doing things. This research suggests you will be even more effective if you also seek to support others and build team work. This will help others to listen to and accept your ideas.

So this week, try to support and challenge - they're better together.

Reference

Daniel W. Newton, Melissa Chamberlin, Cynthia K. Maupin, Jennifer D. Nahrgang, Dorothy R. Carter. Voice as a Signal of Human and Social Capital in Team Assembly Decisions. Journal of Management, 2021; 014920632110313 DOI: 10.1177/01492063211031303

Episode 126 - Pay Attention Feb 25, 2022

Show notes

SUMMARY

Attention is a limited resource, but clear goals and regular feedback can help us to stay focused.

TRANSCRIPT

Welcome to episode 126 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are exploring how clear goals and regular feedback can help us to stay focused.

Attention is a limited resource. It can be hard to maintain your attention on one task over an extended period of time. You can think of attention like a tank that is gradually depleted over time. Even when people report that they are engaged with a task, the research demonstrates that their attention will wane. The person may not even notice this happening, but their thoughts and attention will start to drift to unrelated areas. This is particularly a problem in activities that require sustained attention where missing a rare event can lead to significant negative outcomes. This includes jobs like air traffic control and security screening. These jobs require individuals to always focus on the task at hand, but can also become repetitive and boring over time. But there are some ways leaders can help their people to maintain engagement and attention, as highlighted by recently published research from the University of Texas.

Researcher Matthew Robison and team put participants through their paces on tasks that required high levels of attention. They varied the clarity of goals and level of feedback received. The researchers found that while people maintain attention better with clear goals, it is regular feedback that really makes a difference. Combining clear goals and frequent feedback appear to help people to maintain their attention over a longer period of time. This worked even more effectively than offering cash payments. Feedback by itself was helpful in reducing task-unrelated thoughts, leading to less distraction.

As a leader, this yet another example of how clear goals and regular feedback help. But there are limits. The researchers caution against setting up jobs and tasks that require sustained human attention. We need to design work that allows for reduced attention over time with frequent breaks and task variety. Have a great week.

REFERENCE

https://www.sciencedaily.com/releases/2021/10/211028143651.htm?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+sciencedaily%2Fmind_brain%2Fneuroscience+%28Neuroscience+News+--+ScienceDaily%29

Episode 125 - The Three Stages in Any Meeting Feb 18, 2022

Show notes

SUMMARY

Sat through a bad meeting recently? There are three stages we need to get right in any meeting to make it effective.

TRANSCRIPT

Welcome to episode 125 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are exploring how to make meetings more effective by concentrating on three stages.

When people complain about meetings, it's usually about how they are run rather than the meeting itself. Ineffective meetings often end up leading to even more meetings. Being able to plan and run an effective meeting is a core skill for any leader. Recognising the three key stages in any meeting can make a huge difference.

Every meeting should have three clear stages - opening, exploring, and closing. As I describe these stages, think about any that you are already great at, and any that you tend to overlook.

Let's start with the opening stage. Here we are clarifying why we are here. What's the purpose of this meeting? What's the range across which we are working? What freedom and authority do we have? What are the expectations for those attending? This stage opens up the discussion by laying out the playing field. Wherever possible, the purpose and structure of the meeting should be shared with participants beforehand. Everyone should know why they are there and how they can contribute.

Next comes the exploring stage. Here we are staying within the range we have established, but being creative. We are exploring the issues from all angles and generating new ideas.

During the closing stage, we make and note decisions, work out next steps, and clearly note who is accountable for what.

Consider what happens when these stages are missing or not managed well. Without an effective opening, people may be unclear about their role and how they should contribute. Without an effective exploring stage, people may feel like their ideas and contributions aren't valued. They might wonder why the meeting couldn't have just been an email. Without an effective closing stage, the team may fail to capture decisions and next steps. They may be left with lots of ideas that are leading nowhere.

Okay - time for a quick self-assessment. Which of these three stages do you tend to do well, and which might you neglect? I always need to be conscious of the closing stage. I tend to cover the opening and exploring stages quite well, but sometimes rush over the decisions and next steps. So now I ensure I've dedicated enough time and attention to closing. Having a clear agenda helps remind me to cover these final details.

Try thinking about the three stages for your next meeting.

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