Curiosity: A leadership superpower

We are hard-wired to be critical of new ideas. Maybe it’s our Stone-Age brains in the forefront, avoiding risk in order to survive. Sometimes the urge to appear intelligent and decisive can result in too-swift judgment of something novel.

Art Markman’s blog on promoting a culture of smart thinking includes a tip on staying open to ideas. He recommends that you allow fresh information some “soak” time and try them out before you pass judgment.

Staying open to different viewpoints can only happen when we are willing to be wrong sometimes. We may also need to wrestle with some powerful emotions, such as anger or hurt. In these moments of vulnerability, curiosity is both difficult and much-needed.

If you’re like me, you may be programmed to quickly ask, “What’s her problem?” or “Is he nuts?”

To boost curiosity, try some new questions: “I wonder why he said that?” “What would that look like?” “How would that work?” “What do I like best about it?”

You may find that these questions will not only open your mind…it will unblock those of the people around you as well.

Need some help staying open-minded? Contact Humanergy.

Photo from istockphoto.


Leadership wisdom from my dad

Father’s Day is around the corner, and it’s only fitting that we pay a tribute to dads. (You may remember our leadership lessons from Mom in honor of Mother’s Day 2010.) Here are just a few of the lessons imparted by the way my dad has always loved and nurtured his family:

There are many ways to make a family. When my dad married my mom, she had 3 young children (one was me!) from a previous marriage. I can only imagine how many people told him, “You are nuts!” From the very beginning, my dad showered us with acceptance and love. We never questioned that he was, in every way that mattered, our father. Leadership wisdom: If you are leading a team or organization, it doesn’t matter how it came to be yours – through promotion, downsizing, merger or whatever. Those people deserve nothing less than your total commitment.

Model the behaviors you wish to see. No matter how frustrated my dad was, he never degraded us in any way. Sure, he yelled at us sometimes, but he never called us names or treated us less than respectfully. That choice paid him dividends as we became teens who tested the boundaries. With rare exception, we didn’t verbally abuse our parents (at least where they could hear us).  Leadership lesson: It’s your job to “be the change you wish to see in the world,”  to quote Gandhi. If you want your employees to respect you, start with treating them respectfully, no matter how frustrated you may be.

Sacrifice for others. My dad often worked 3 jobs in order to be able to pay the bills and ensure that birthdays and Christmases were special. He slept little and rarely had time to see friends or just relax. Leadership wisdom: Your sacrifice might entail taking a pay cut to keep employees or simply standing up for people when they need to be defended. Removing organizational or external barriers so that people can achieve their life’s purpose means more than you know to your people. They will repay you with loyalty, hard work and their own sacrifices that ensure the organization’s success.

Be there. My dad was deployed to Southeast Asia during the early years of the Vietnam war. That was a tough time for all of us, and my father decided not to re-enlist; he therefore had to forgo the re-enlistment bonus that would have made our lives more comfortable. He knew that being stateside with us was far more important than material things. Throughout my life, my dad’s been present and available, but not hovering. Leadership wisdom: Be available to your people, understand their hopes and challenges and delegate meaningful work in the right way. Distance should not be a barrier; use videoconferencing and other technology to stay connected.

Be vulnerable. We grew up without much money, so when it came time for me to go to college, it seemed I’d only be able to afford a community college. My dad felt horrible when I fell in love with a small, private and very costly university. When I received my acceptance letter and found that I was awarded an academic and need-based full ride, my dad said nothing and walked outside. I thought he might be mad, but instead he was weeping tears of joy. He was thrilled to know that I could realize a dream, in spite of our financial circumstances. Leadership wisdom: You might not want to burst into tears, but showing your softer side with your team is a powerful act of modeling. You are a human being with frustrations, faults and trepidations, and it’s perfectly fine to share those with others and seek support.

Happy Father’s Day to all dads, and most especially to my Dad. Instead of soap-on-a-rope or a popsicle stick frame, this year I give you my heartfelt thanks for the leadership lessons that you and Mom have always effortlessly taught.

For more information about this or any other topic, contact Humanergy!

Photo is of my dad (on right) and my son, Ryan, who was almost 18 at the time.



Confidence with vulnerability: A dynamic leadership duo

muscle“Never let ‘em see you sweat.” Is that your mantra as a leader? While it’s perfectly fine to show confidence, strength and knowledge, it’s also necessary to show your human frailties. Why? Because vulnerability is a precursor to trusting relationships with others and continued development as a leader.

Patrick Lencioni’s article, The Trouble with Teamwork, outlines his position that teamwork is a strategic choice that requires trust, and that trust must be based on vulnerability. Mr. Lencioni says that team members need to understand and acknowledge their own mistakes and failures in order to improve. The only way that type of openness happens is if the leader goes first. In his words, “team members…need their leader to strip naked and dive into the cold water first.”

Humanergy works with leaders to understand that vulnerability is also a required component of growth and continuous improvement. Outstanding performers know they need to be lifelong learners. The key is to be confident about the things you know and can do, while being honest and forthright about what you don’t know or do well.

How do you demonstrate both confidence and vulnerability?

Celebrate strengths. Recognize where you excel and make sure that others are appreciated for their unique capabilities.

Acknowledge that you’re human. Can you say “I’m not sure” or “I messed up” without flinching? Nobody’s perfect. Face that fact, and don’t apologize for it.

Make it public. It’s one thing to acknowledge to yourself that you need to improve. Sharing your imperfections with others requires courage. If you’re the leader, you need to go first. If you don’t do it, no one else will. And your culture will be one where no one admits failure or seeks help.

Treat people with respect, especially when they screw up. There’s an old saying that kids need love most when they deserve it least. So do your employees. You can be firm and not be a jerk. You can have high expectations and not expect perfection. Be specific in your feedback when things go wrong. Your goal should be learning from mistakes whenever possible.

Combining the dynamic duo of confidence and vulnerability creates a workplace of people not afraid to take calculated risks and learn from them. Yes, this means the leaders will be seen sweating from time to time. They may feel a bit uncomfortable with this at first. They’ll survive, and they and the organization will thrive.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!