The Armchair HR Manager

Advice and Commentary from an "HR Fan" – whether asked for or not!

The Indecisive Leader: Making a decision without making a decision

I, along with many others, have written numerous blog posts about leadership and management qualities. I have spent a lot of time identifying necessary qualities and traits that successful leaders and managers exhibit or must have. I tend to put things like ethical behaviour, good communication skills and the ability to coach and develop people near the top of every “good to have” list. Likewise, things like lying, cheating, stealing, irrationality, poor communication, etc. will automatically make it to the “bad list.” Here is the thing that I have come to realize though, regardless of the formula that makes for a successful leader or manager, there is one quality that if possessed by the individual in the leadership position, will disrupt the entire formula. That quality is indecisiveness.

imageIndecisiveness can be particularly damaging depending on where the leader’s position is in the overall organizational ‘chart’ and depending on what type of operational environment they are tasked with leading within. In other words, a Plant Manager, at an automotive manufacturing facility, who can’t make a decision, will have a far greater (immediate) negative impact on the organization than an Office Manager for an accounting firm. Longer term, the net effects are basically the same – leadership that cannot (will not) make a decision stunts departmental/organizational growth, causes missed opportunities and adds a level of cultural frustration that drives employee turnover and disengagement with the work at hand.

I have spoken with and counselled hundreds (thousands?) of employees and managers during my career and I can’ tell you how often the phrase, “I just wish he/she would make a decision.” is uttered. The decision they are waiting for could be for just about anything:

· A policy interpretation

· A request to address an employee relations related issue

· A vacation request

· A salary increase

⋅A promotional opportunity/internal transfer

· A request to move on to a different project team

· A bid proposal

· A new market penetration opportunity, etc.

You get the point – the issue is that the leader, by waiting, deferring and not providing an answer (decision) has, in fact, made a decision,. The worst reality for all is that no decision is, in fact, a decision. I have seen this approach used time and time again – the leader or manager that is unwilling to make a decision without multiple inputs, opinions or even one that simply wants to mitigate all risk, often (willingly) allow circumstances to overtake the decision process. That is, the decision is made due to the element of time. Time and circumstances have caught up and there is no longer a decision to be made as the opportunity in question is now lost, or the employee has resigned, or something has else occurred in the organization that has now rendered the previously required decision as moot.

Far too many leaders operate this way and thereby create created the unintended effect of organizational paralysis. Decision requests go into the vortex, never to be responded to. Here is the thing, leadership indecisiveness is organizationally debilitating. It results in your employees losing confidence in you as their leader. In fact, it results in you being seen as a complete roadblock or impediment to their success. After a while, your employees will move on – to another leader, department or organization if, as a leader, you wallow in your own indecisiveness.

The good news is that it doesn’t have to be this way. As leaders, you need to know what your role/organizational constraints are and then apply that against the impact of the decision required. Another little secret – employees don’t always expect you to answer yes or give them whatever it is they are asking for. Sometimes a decisive, but respectful ‘no’ along with a brief explanation can work just as well. Trust me; your staff will respect you more for making a decision! If you do need more time/information before you can make your decision, because there are other organizational impacts the employee may not be aware of, than tell them that. Tell them that you need more time and info but then commit to getting back to them by a specific date. Your employees will respect that too!

So leaders, you need to be aware of the impact of not making decisions. You are in a leadership role for a reason – to be able to make (the tough) decisions. It is not ok to defer, deflect or abdicate your decision-making responsibilities to anyone else – including time. If you are not comfortable with your decision making abilities, than you need some coaching help from your manager and/or your local HR person. However, at the end of the day, you are responsible and you are accountable – to your team, to your company and to yourself.

What about you? Have you worked for an indecisive leader? How did that impact you in your role? If you are a leader, do you see the importance that decision-making has on establishing your credibility as a leader? As always, I welcome your comments and feedback.

Image courtesy of Stuart Miles/FreeDigitalPhotos.net

The Pity Party is Over

Well, I have given myself a week to get over it.  It is now time for the pity party to be over.  Time for the big boy pants to go on and for me to move forward.  Why was there even a pity party you ask?  Well it is because someone on my team quit.  They are moving on.  As HR Pros, I think we are wired to be the ones advising others on how to prevent this stuff from happening and that turnover is something that operational managers experience and not HR Managers!  I have been fortunate during my career to have experienced only a nominal amount of turnover within the groups I have managed.  I have worked with some pretty great folks and it has been some time since I lost a member of my team.  In fact, the last time that occurred was almost 7 years ago at another organization! At that time, over the course of about 18 months,  I lost two great managers who moved on to bigger roles in broader HR capacities.  As much as I hated to lose them, it was a good move for both of them.  They both left on great terms and to this day I remain in contact with them and consider them to be among the best HR Professionals I know.

Pity PartySo, back to why I was throwing a pity party.  Oh yeah, right..I was losing a valued member of my team.  I had hired “Shane” right out of school.  He came to me via an internship program whereby he spent 5 weeks with us as part of his criteria for graduating.  The internship parlayed itself into a series of contracts with Shane eventually being hired by us on a permanent basis.  This journey all started five years ago.  During that time, Shane developed personally and professionally with us.  He grew from an entry level HR Pro who was strong on knowledge but light on application, to one who had become involved with multiple HR and organizational projects.  Shane was my go to guy in terms of our HRIS. He knew that thing inside and out like nobody’s business!  Shane was also involved with spearheading many of our projects in other geographies, and over the past year, had been leading the HR function for one of our subsidiary companies.

I knew deep down that eventually I wouldn’t be able to offer Shane enough from a growth and development perspective to keep him.  Barring a rapid, major expansion of our company, I knew eventually he would want to run his own show, gain greater organizational exposure to high level projects and operate at a more strategic level – all opportunities I simply couldn’t provide in the quality and quantity that Shane needed.  It was simply one of those situations where you hire, develop and grow someone to the point in time where they need to move on to bigger and better things.  In retrospect, if Shane stayed with us he probably would have stagnated and he would have been doing himself and us a disservice by staying.  Reality is that I would have been disappointed in Shane if he chose the (comfortable) path of least resistance when it came to his career.  Upon reflection, I guess this was an inevitability after all.

So, I will set aside the fact that I hate losing good people.  I have accepted the fact that there was probably nothing more I could have done to prevent him from leaving, although there will always be that element of self-doubt.  I will move on from the fact that good people are hard to find and Shane was a good, no great, HR Pro.  I have stopped feeling sorry for myself and have (and will continue) to wish Shane all the best in new his role, knowing that his new employer is getting a great employee.  Shane will be one of those HR Pros that I remain in touch with and will consider part of my go to group.  I have thanked Shane for all that he has done for our organization and  I am now beginning to wrap my head around setting my sights on finding my next Shane….wherever he or she may be.

What about you?  Have you ever had a Shane before?  Did you throw a pity party for yourself?  How long did it last?  When you have lost a great member of your team how did you handle it? As always, I welcome your comments and feedback.

Image courtesy of Stuart Miles/FreeDigitalPhotos.net

 

The Doctor is In

Years ago when I first started working in my first broad spectrum (generalist) role in HR, I used to take a lot of personal and professional offense to the jokes or slights that Operations Managers would make about HR.  You know the ones I am talking about – the ones where other managers joke about HR being the party planners, the policy police or the birthday reminder people.  Those ones really used to irritate me because I always felt (and still do) that good HR Pros bring much more to the table than those “abilities.”  However, those weren’t the worst of what I would hear or that would bug me.  The one that really got to me was when other managers would refer to HR and/or Employee Relations folks as the local psychiatrist.  You know the verbal jabs I am talking about – “hey is anyone on your coach right now?” or “you must had a lot of patients today – you look tired, ha ha!”

imageAs I said, back in my earlier days that really irritated me.  Fortunately time, experience and maturity kick in.  I have made it a point in my career to focus on adding value in the HR role – both personally and with the teams I have managed.  I no longer hear/deal with the policy police and party planner jokes – and it is mostly because I took some personal accountability and control over those situations.  The one that still remains to this day is the old one about the HR Manager being the office psychiatrist.  Here is the thing – it doesn’t bother me anymore.  In fact, I take great pride in either myself or my employee relations folks being accepted in a capacity whereby staff and managers come to us in confidence to discuss personal and professional things that are troubling them.

I believe that strong HR Pros play a critical role in organizational success when they, in fact, can advise and counsel employees in this type of capacity.  Obviously, in an idyllic world, employees would always go to their manager for advice, support, etc.  The reality is that we know in many organizations this simply isn’t reality.  If it was, there would be many HR Pros, consultants and bloggers (yours included) out of work if that was the case!  Reality is that the good HR Pro plays an important role as the trusted organizational advisor.  When you have built trust, credibility and are seen as someone whose counsel is important, you establish a critical and niche role in the organization.  The HR Pro is the only one in the organization that staff can come to with their most troubling and impactful issues that are working against them.  The HR Pro doesn’t write their performance review, they don’t determine their compensation and they don’t decide what projects/assignments/opportunities the employee gets to work on.  The HR Pro has nothing to gain from these “counselling” sessions other than to help ensure organizational engagement and retention levels remain strong.

I have found that over the years these “coaching” sessions with managers and employees are mutually beneficial to both them and HR.  HR gets to keep in the loop on any elements that are causing pain points with staff and managers.  It gives HR the opportunity to  provide solutions to any systemic issues or perhaps drill down on department level issues (i.e. the manager) that are impacting the company as a whole.  It gives the employees and managers an opportunity to have a candid conversation with someone about the things that are impacting their ability to deliver for the company.  This could be anything from salary concerns to personal factors impacting their performance.  It gives HR the opportunity to advice on things before they go  external to the company.  I have always said that it is better that your employees are talking to someone internally (in this case HR) instead of someone externally – i.e. another company, Human Rights, Labour Standards or a union organizer (for those organizations that currently do not have one and wish it to remain that way).

The experience of my staff and myself have proven this theory out time and time again.  We have been able to head off union organizing campaigns (call centre environment) due to staff coming to “sit on our coach.”  We have been able to prevent key talent from resigning, prevented messy Human Rights complaints from beginning and stopped potential civil litigation from occurring all because of our role as a trusted organizational advisor.  With all the talk about HR needing to add value, here is one major way I believe that we do add value as a profession and as a department within the organizations that we work for.  Please don’t mistake that I am advocating for staff to come to HR for anything and everything.  HR should be pushing more for better manager/employee relationships and communication.  In most cases, I almost always ask staff if they have attempted to talk to their manager first.  However, at the end of the day, it is our role to listen, counsel, advise and coach.  As organizational stewards, it is paramount that we are always fostering communication within our organizations – this is perhaps, the most critical role we currently play from an employee relations perspective.

So, personally and professionally, I am so over the jabs about HR being the amateur psychiatrist.  It doesn’t bother me any more.  I have coached my staff on not letting it bother them any more either.  In fact, I am at a point where I accept it as a badge of honour..a point of professional pride.  If you are the ‘doctor’ than you are that trusted advisor and organizational steward.  It is a position of great power and responsibility.  So for me, now and in the future, the Doctor will always be “in”……..

 

Image courtesy of Ambro/FreeDigitalPhotos.net

Remove the Obstacles

Back in November, I blogged about what I thought was the most important thing you need to do as a manager in order to be effective. For those of you that didn’t read that post, the theme was one of communication. I felt, and still do, that it is critical for the employer/employee relationship that most important thing that managers are able to do is to effectively communicate with their employees. I am not wavering on that opinion; however, I would like to add to the list of critical skills that I think make for a successful manager.

In reflecting on previous jobs and managers that I have had, as well as observing and coaching other managers where I have worked, it has become apparent to me that great managers also have another skill/trait in common. That is, they are adept at removing obstacles to their employees’ success. Think about it, at the very least, if you as a manager (or if YOUR manager) did nothing other than communicate effectively and remove obstacles to success, wouldn’t that make for a pretty good reporting relationship?

ObstaclesCase in point, my wife and I were frantically trying to prepare for a trip to Florida two weeks ago. My wife’s income is dependent on hours she bills for as well as commission sales; as such, our family budgeting can be pretty tricky especially when we head out on vacation. Bottom line is that she doesn’t get paid when she doesn’t work (bill hours). However, days before leaving on vacation she had made several key sales and as such would be receiving commission pay outs on her pay cheque upon returning from vacation. Needless to say, this would have alleviated a lot of her pre-vacation angst and paid for much easier pre and post vacation budgeting!

The problem arose the day before we were set to leave on vacation when she found out from her payroll/accounting group that she in fact would not receive the commission owed to her until certain paper work elements were taken care of (beyond her control). Bottom line was that she would not see these commissions for several pay periods. You can imagine her stress at this point as she had been counting on seeing that pay out upon her return from vacation. Here is where the good management comes in to play – upon taking this concern to her manager, the manager’s response was, “Leave this with me, I will take care of this and make sure this gets squared away so that when you get back from vacation, you will be paid for these commissions. Just focus on your clients, get ready for your vacation and enjoy the time off.”

As an HR person when I heard this I got all tingly. (I know, I need to get out more). But seriously, what a powerful management statement that was. Think about it, in that one statement, here is what the manager said/implied:

• You are important to me as an employee and I understand that this is causing you stress. I will help you with this.
• Your clients are important to you and your time is more valuable than having you mess around with making sure you get paid properly. I will take care of this.
• Your vacation is important. You need your vacation and you need to be relaxed. I will make sure this happens.
• Bureaucracy and paperwork are not important to me. Your job satisfaction, engagement levels and ability to perform are what are important. I will take care of this problem for you.

Needless to say, my wife was over the moon with this level of support from her manager – who just so happened to be a new manager. So not only was this a powerful moment for them, it also helped to build the trust between them which is so important between a manager and their employee. So, as managers, here is your lesson – be an obstacle remover! Get rid of those things in the run of a day, week, month, etc. that cause your employees’ to experience pain. Send the message that your staff is important to you so will take care of them. Send the message that you will remove/eliminate anything that is impacting their ability to effectively do their jobs.

At the end of the day, not only will you have a motivated and engaged staff, you will also have a staff that trusts you and that is critical to your and their success. Oh yeah, I almost forgot – we got back from vacation last week (which we thoroughly enjoyed) the commission pay outs were on my wife’s cheque. Score one for the manager. As always, I welcome your comments and feedback.

Image courtesy of suphakit73/FreeDigitalPhotos.net

 

Workplace Incivility

Scott Boulton, CHRP:

From the not so dusty archives….

Originally posted on The Armchair HR Manager:

One of my personal pet peeves at work is when co-workers and managers don’t treat each other with respect. Understanding that managers have a job to do and if they have employees who are not performing this needs to be addressed; however, it can always be done with respect. Regardless of the message, no matter how difficult, sensitive or critical it is, it can always be delivered in a respectful way so that the person receiving the message is allowed to maintain their dignity.

So having said that, my temperature always rises when I see and hear of incidents of workplace incivility. These run the gamut of things like employees treating admin staff as if they were somehow lesser people or lower on the proverbial food chain, employees doing an end around on another colleague in order to make their own project look better, or my personal favourite – the…

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Perfect Communication

Scott Boulton, CHRP:

Another from the not so dusty archives – talking communication #hrblogs

Originally posted on The Armchair HR Manager:

It seems like lately I keep coming back to one of my favourite topics to blog about – communication. Communication(s) is probably one of the biggest challenges facing organizations on a regular basis and depending on who you talk to, it is either the easiest thing (in theory) to fix or the hardest. I find that organizations tend to make communicating with their employees harder than it needs to be. Time and time again, companies seem to hold off on communicating to their employees while waiting for “perfect” communications to be available. What is perfect communication you ask? My personal definition:

dialogue boxesPerfect Communication – when organizations wait for all information to be present, known and available to them AND it is vetted through all required layers of management before being shared with employees. Essentially, it is communication that has all the ‘answers’ and ‘what-ifs’ known to the organization with a…

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Dealing with a Two-Face

Scott Boulton, CHRP:

From the not so dusty archives

Originally posted on The Armchair HR Manager:

If you were Batman, this would be an easy answer. I would simply recommend you watch The Dark Knight . There are some excellent tips in there on how to balance physical and mental tactics on dealing with Harvey Dent a.k.a. Harvey Two-Face. For us non-super hero types, (or as HR likes to think, partial super hero types) we often have to deal with a workplace “two-face” sans the benefit of the Batmobile or any of Batman’s other great gadgets.

So first of all, let’s define what we are talking about here. A Two-Face is someone in your workplace, it could be a co-worker or a boss, that shows you one side of their personality when dealing with you, but when not in your presence, displays completely different tendencies. Typically, when interacting face to face with them, they are cordial, agreeable, cooperative, etc. However, overall the relationship is dysfunctional because…

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7 signs of the functionally dysfunctional organization

Scott Boulton, CHRP:

From the dusty archives……

Originally posted on The Armchair HR Manager:

What exactly is “functionally dysfunctional?” Well, in its simplest terms, and in the business sense, it means that while your organization functions per se; that is, people show up to work, work gets done, people get paid, and things get delivered to clients, there is still something that isn’t working or isn’t ‘right.’ It is that feeling that something is amiss or not quite as it should be. There is an underlying malaise or things that are going on that prevent your company from realizing its potential or at the very least being fully functional. Basically, your company is functioning despite dysfunctionality being imbedded in its DNA.

DysfunctionThe overall impact to you and your company is that your organization is simply not moving forward. Perhaps you aren’t growing, or you aren’t retaining your best people. Maybe employee satisfaction levels are low, or customers aren’t happy or perhaps product/service quality is…

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“I’ve got the Power!”

For those of you who grew up listening to techno dance music in the early ‘90’s, you might remember this ‘iconic’ line from the song, “Power” by Snap! It is ok to admit that you don’t know the song (yeah right) because this post isn’t about nineties dance music. For this post, I am referring to when managers (who are new(er)) to their roles and/or are experiencing a lack of success in leading their people) misidentify what power and authority really mean. Case in point, I was speaking to an individual (let’s call him Ian) who was recently promoted to a supervisory role. Prior to his promotion, Ian was considered to be quite strong technically and had been climbing the corporate ranks so to speak. He seemed to have a good working relationship with his peers and had an expressed a desire to manage and lead others, as such, he earned this promotion.

Several months after starting his new position, I had a follow up conversation with Ian to ask him how he was doing. He expressed that he was having some challenges with the new role and wasn’t able to do what was necessary as a manager in order to be successful because the role wasn’t set up properly for him to succeed. I was a bit puzzled by his response as he had received a great deal of onboarding, training and support from his direct manager as he integrated into the role. I asked for clarification as to what he thought was the issue impacting his success. His response alarmed me a bit when he informed me that he felt his position didn’t have the necessary “power and authority” to get anything done. I asked Ian to define/clarify what he meant by power and authority. His response alarmed me.

imageIan defined power and authority in a very literal sense. To him, as a manager, you automatically get power and authority due to your position in the organizational structure. (Keep in mind, this role is in a matrix driven organization so it further added to the predicament). Ian struggled with not having total control over his direct reports. He wanted to accomplish things in his department through a telling and commanding style of management. Essentially, Ian’s approach was to direct his employees and realize his (and the department’s) successes in spite of them. To him, power and authority meant that in order to achieve the organization’s mandate, he needed to be able to move people around, change and shift priorities as he saw fit and control the activities of his direct reports.

What Ian failed to see was that true power and authority don’t just come with a title change or your position within the organization. While Ian had realized some success his in his role, it was in spite of his approach to managing people, not because of it. True “power and authority” come from a manager’s ability to positively influence the performance and actions of their employees. “Authority” comes from fostering a coaching environment based on collaboration and trust. Because employees have that trust with you, they will come to you as their manager for support, ideas and solutions. This is real ‘authority’ that has been earned and established by leading people – not directing them. The ultimate payoff with this approach is individual, departmental and organizational performance being realized.

True power and authority are gained by working with and through your employees not in spite of or because of them. This is also the clear line of demarcation between management and leadership. Essentially managers direct work activities to ensure outputs are realized. Their employees may not be engaged or as productive as they could be, but they accomplish the necessary “outputs.” Leaders earn their “power” by building up trust with their staff by fostering the lines of communication and removing roadblocks to their employees’ success. “Power” comes from enabling your staff in their roles to help them fulfill their potential. Their successes become your successes. Power and authority should not be seen as being overly overt (command & control) if you are truly focused on being a successful leader. In fact, by coaching, collaborating and working through others, your power and authority will be quite innate to all those around you.

What about you? How do you define power and authority in managerial and leadership roles? As always, I welcome your comments and feedback.

Image courtesy of digitalart/FreeDigitalPhotos.net

Leadership Credibility in 5 Easy Ways

Being a successful leader requires someone to possess and balance a whole plethora of traits and characteristics. I have blogged many times about leadership and how to be successful, as have many other people who are way smarter and more qualified to do so than me! However, in reflecting on my experience as a leader, as well as thinking about leaders I have worked with and for, there is one very important characteristic that I feel all leaders need to possess in order to be successful, and that is credibility.

Successful leaders are almost always seen as having a high degree of credibility by their employees. For purposes of this article, I am not thinking of, or referring to, the credibility that is gained from technical or functional knowledge – i.e. being a subject matter expert. I am referring to the soft skill credibility successful leaders possess based on the Number 5perception their employees have of them. This is the credibility, which in the eyes of their employees, improves their trust in them, aids in communication and makes them want to fully engage in the work they do for their leader. This is the credibility that ultimately leads to you, as a leader, and your employees both being successful in your roles.
So, how exactly does one gain this credibility that is so important for leadership success? I believe that fundamentally it comes down to five (mostly easy) ways that when utilized effectively, allow managers to gain credibility and thus transform themselves into successful leaders:

1. Explain Why – when it comes to the broader organizational or departmental stuff, to gain credibility as a leader, you sometimes need to stop and provide the “why” to your staff. Explain to them why a certain sales strategy was employed, or why a large customer bid was won or lost. Take the time to explain why the company made a major (or minor) acquisition or why they had to shed 10% of its workforce. My point being, is that whether or not the decision is viewed as good or bad, popular or unpopular, you need to take the time to explain the “why” to your staff. This builds trust, fosters communication and ultimately builds your credibility as a leader.

2. Explain Why Not – similar to the first point, for the big picture stuff, or even for things that have a major impact on one or two employees, sometimes you just need to explain “why not” to your staff. The need to do this (explain why not) often occurs when employees do things like:

a. make improvement suggestions;
b. refer colleagues to be hired;
c. request an out of cycle pay increase; or,
d. request funds for social or reward types of activities.

There are many times, and for valid reasons, that these requests cannot be accommodated or fulfilled. Perhaps there is a spending freeze or an unanticipated capital purchase that has come up which impacts your ability to make these types of purchases. Perhaps the job that someone was referred for (by one of your employees) was put on hold or cancelled. Maybe your parent company is coming down with its own reward program so you can’t provide funding for a department specific event. Regardless, as a leader, you need to explain the “why not” to your employees. Simply provide some basic facts and provide them with a professional, respectful answer. If there is no explanation given, then your staff will make up their own explanation/reasons for why something can’t be done and believe me when I tell you it will be far worse than the actual truth!

3. Think and Act Big Picture – nothing damages a leader’s credibility more, or doesn’t even allow them to establish it, than getting into the weeds on things. Leaders that micro manage, or focus too much on the very near term or short term on a regular basis (think, tomorrow or even next week) or worse yet, focus on the past, will never establish credibility. Their myopic outlook will never inspire confidence and establish credibility with their staff. As a leader, you need to keep your staff focused on the big picture by providing the vision, guidance and direction on how to get there. Your actions need to focus on enabling and linking your employees’ efforts to the greater good.

4. Understand the Issues – when it comes to the coaching and development of your staff, you need to make sure you take the time to understand the issues. In your department meetings and/or 1:1 coaching sessions, make sure you actively listen to their concerns. Take the time to ask the right questions, probe and get to the root cause of what might be impacting their ability to perform. Solicit and consider staff feedback on things that are impacting the entire department’s ability to be successful. Leadership credibility is established by fostering communication and building trust. This is done through the daily communication touch points you have with your employees. Take advantage of these moments and invest the time in understanding the issues at hand.

5. Admit when you don’t understand – this is, arguably, one of the hardest things for a leader to do but it is so critical to establishing credibility. This is a key area where I have seen far too many leaders get tripped up. For some reason, they feel that if they admit to their staff that they don’t understand something, it is seen as a form of weakness or they think they won’t be respected. So what do they do? They bluff their way out of it! Eventually, everything comes full circle and the leader’s credibility is damaged in the long run. To establish your credibility, admit when you don’t understand something. If the numbers don’t make sense, the sales pitch isn’t clear, or technical problems the group is faced with are not understood by you, than admit it. Ask for clarification. Ask your employee(s) to explain it another way. It is ok to admit that you need clarification because that will help you better support them and allow them to be successful. At the end of the day, this will only serve to build trust and establish your credibility.

When I mentioned at the beginning of this post that you can establish leadership credibility in five easy ways, it was meant to be said a bit tongue in cheek. However, my point is this – it doesn’t take a lot of time, money or effort to begin to establish your credibility. If you focus on humility, honesty, respect and communication as desired outcomes, than you can greatly enhance your leadership credibility in the end. Start with the first two ways and then work your way into the last three, more difficult ones. I wish you the best of luck and as always, I welcome your comments and feedback.

Photo courtesy of Stuart Miles/FreeDigitalPhotos.net

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