Friday, July 24, 2015

7 Signs of Weak Leadership

It’s vital to understand that just because someone is in a leadership position, doesn’t necessarily mean they are meant to be in it. Put another way, not all leaders are born leaders. The problem many organizations are suffering from is a recognition problem – they can’t seem to distinguish the good leaders from bad ones. 
Here are a few key behaviors that beset a weak leader: 

1. Their team routinely suffers from burnout
Being driven and ambitious are important traits for successful leaders. However, if you are excessively working your people or churning through staff than you aren’t effectively using your resources. You may take pride in your productivity, in doing more with less. However, today’s success may undermine long-term health. Crisis management can become a way of life that reduces morale and drives away or diminishes the effectiveness of dedicated people. With any business, there are times when you have to burn the midnight oil but it should be accompanied with time for your team to recharge and refuel. 

2. They lack emotional intelligence
Leaders who are weak are always envious of other peoples' successes and are happy when other people fail. They see themselves in fundamental competition with other executives and even with their subordinates. Such envy is a root cause of the turf wars, backbiting, and dirty politics that can make any workplace an unhealthy one. 

3. They don’t provide adequate direction
Failing to provide adequate direction  can frustrate employees and will hinder their chances at completing tasks correctly and success. Poor leaders might not tell employees when a project is due or might suddenly move the deadline up without regards for the employee who's doing it. Project details can also be vague, making it difficult for staff to guess what factors the leader considers important. If a project involves participation from more than one employee, a poor leader may choose not explain who is responsible for what part. Good leaders provide adequate direction and are always there to provide descriptive feedback when it is needed. 

4. They find blame in everyone but themselves
Weak leaders blame everyone else for their mistakes and for any mishaps that happen to them and their division/company. Every time they suffer a defeat or a setback, a subordinate is given the talk down, or worse, an axe. Great leaders don't do this and they always stay positive no matter what the circumstances are. They are accountable for the results and accept full responsibility for the outcomes. 

5. They don’t provide honest feedback
It is very difficult for weak leaders to give the honest messages or constructive feedback to their subordinates. When they have to say something negative to someone, it's always someone else, usually a superior, who has told them to do.  By that time it is to late and the leader hasn't really identified the problem before it reached the climax. They also make it a point to let the individual know that it's not their idea. Good leaders speak from the heart and provide honest feedback that is backed up by facts. They never wait for superiors to identify problems for them. 

6.  They're Blind To Current Situation
Because weak leaders are egocentric and believe that their way is the only way, their followers are afraid to suggest anything new. Those who follow such leaders only give them praise or the good news. Such appreciation only gives a boost to their status and ego and the leader is left clueless as to what the current situation is as well as the changing trends in the marketplace. 

7. They're Self-Serving
If a leader doesn't understand the concept of “service above self” they will not retain the trust, confidence, and loyalty of their subordinates. Any leader is only as good as their team’s hope to be led by them. Too much ego, pride, and arrogance are not signs of good leadership. Long story short; if a leader receives a vote of non-confidence from their subordinates…the leader is a weak one.
Written by
Aleksandr Noudelman

Monday, July 20, 2015

These 10 Peter Drucker Quotes May Change Your World



My first college business professor was a fanatical Peter Drucker devotee.
He launched our course with a dissection of Drucker’s The Effective Executive and concluded with a thorough reading of The Practice of Management.

Through my professor's tireless evangelism, I developed a keen appetite for the timeless wisdom of this prescient thought leader.

Young entrepreneurs unfamiliar with Drucker would do well to study his insightful commentary on the world of "management." Millennials mired inside a traditional corporate environment and people living life inside lean startups will find his thinking particularly spot on.

Even after all these years, 10 Peter Drucker quotes still bounce around in my head constantly:

1. “Doing the right thing is more important than doing the thing right.”
2. “If you want something new, you have to stop doing something old.”
3. “There is nothing quite so useless as doing with great efficiency something that should not be done at all.”
4. “What gets measured gets improved.”
5. “Results are gained by exploiting opportunities, not by solving problems.”
6. “So much of what we call management consists of making it difficult for people to work.”
7. “People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.”
8. “Meetings are by definition a concession to a deficient organization. For one either meets or one works. One cannot do both at the same time.”
9. “Long-range planning does not deal with the future decisions, but with the future of present decisions.”
10. "Management is doing things right. Leadership is doing the right things"

My cynical side (and my short attention span!) feels especially drawn to number eight on that list.

But the quotes that really excite and ignite my entrepreneurial imagination are numbers two and five.

Which quote resonates most deeply with you? Most importantly, which of Drucker's words will change your world?

My Leadership Fails: 4 Horrible Bosses & 6 Healthy Habits

"People don't leave companies - they leave leaders!" Greg Savage

Did you know that we spend 34% of our lives (approximately 228,708 hours!) at work? Given how much time we invest in our work it is important to be in a job we are happy with, and even more important to have a Champion Boss (or be a Champion Boss if you are a manager yourself!). 

Horrible Bosses: Four Leadership Patterns to Avoid
We all know what it is like to have a Horrible Boss – either through firsthand experience or through friends and colleagues. Check out these four common types of horrible bosses: 

The 'Laissez-Faire' Leader
Laissez-Faire is a French term which translated means: “let it be” or “let them do as they will”. With this definition in mind you can easily imagine the dysfunctional leadership characteristics of the Laissez-Faire leader. Their preference is to avoid responsibility and not interfere with anything either above or below them in the organisational structure. In management meetings they avoid sharing their opinions and go with the status quo. When interacting with their staff they do not provide feedback, do not follow-up on requests for help, do not communicate their views about important issues and remain vague and elusive.


The impact of this style of leadership on staff is quite destructive, with increased withdrawal behaviours among staff who show low discretionary effort and poor performance, eventually leading to complete disengagement and team dysfunction.

The 'Popular' Leader
The popular leader may not initially seem like a dysfunctional leadership style. Popular leaders are, by definition, focused on being ‘liked’ by their staff. As such, their leadership style has some upsides, namely high support and a very strong focus on positive interpersonal relationships.


However the downsides of a popular leader are low focus on core business, neglect of performance management, avoidance of tough conversations, and a team vs corporate or ‘us and them’ mentality. The impact on staff working with a popular leader is initially positive with high discretionary effort among staff to follow directions. However, the over focus on relationships and the lack of focus on core business invariably leads to poor team performance. Instead of addressing the issues, the popular leader engages in upwards bullying by blaming other teams and more senior leaders for issues rather than taking responsibility and accountability.

The 'Command and Control' Leader
Command and Control Leaders, as the name suggests, take the necessary management responsibility of organising and directing teams to unhealthy and extreme levels. The one redeeming characteristic of a Command and Control leader – high clarity – is completely overwhelmed by the negative characteristics of low perceived support, low engagement, poor communication, neglect of developmental feedback, and an over-emphasis on corrective feedback. The impact of this dysfunctional leadership style on the team is vast and includes a stigma about reporting personal problems, low discretionary effort, low innovation, increased withdrawal behaviours, fear, intimidation and conflict.


The 'Follow The Rules' Leader
What’s wrong with a leader following the rules, I hear you say? Nothing at all – unless of course it is taken to the extremes and becomes the only focus of leadership activity at the neglect of everything else. The ‘Follow The Rules’ leader is characterised by a strong focus on rules and procedures, low perceived support, a reactive people focus, high clarity, everything is black or white, and low engagement. When under pressure, they tighten adherence to the rule.


The impact of this dysfunctional leadership style on staff includes a reluctance to report problems, low discretionary effort, low innovation, increased withdrawal behaviours, harassment and conflict. 

Champion Bosses: 6 Healthy Leadership Habits
While many of us may have had to work with one or more horrible bosses in our careers, we may have also worked with several Champion Bosses but in all the mayhem and confusion of work and life may not have realised it at the time.

A Champion Boss isn’t necessarily a boss who gives you everything you want but rather a boss who can bring out the best in you at work and make the workplace both engaging and profitable for the whole team. Champion Bosses are able to both (1) drive team performance and (2) effectively support staff by engaging in 6 Healthy Habits. 

6 Healthy Habits for Champion Bosses
There are 6 Healthy Leadership Habits of Champion Bosses. 3 Habits help drive team performance and the other 3 Habits assist in effectively supporting staff. 

Healthy Habits To Drive Team Performance

Healthy Habit No 1. Communicating Vision & Strategy
Champion Bosses have a great ability to regularly and clearly communicate to team members the short- and long-term vision and strategy of the organisation at both a global and team-specific level. 

Healthy Habit No 2. Showing Credibility & Getting Results
Champion Bosses are able to effectively demonstrate their own competence and to perform their role and get the team to deliver credible results at both the team and organisational level.

Healthy Habit No 3. Providing Feedback & Development Opportunities
Champion Bosses are always on the look out for opportunities to give and receive both positive and constructive feedback as well as provide developmental opportunities to team members in a way that is fair and equitable to all.

Healthy Habits To Effectively Support Staff

Healthy Habit No. 4. Being Trustworthy
Champion Bosses are able to create an environment of honesty and trust by being an effective listener and never sharing in any negative gossiping. By being trustworthy, Champion Bosses help team members openly share their needs and concerns.

Healthy Habit No. 5. Providing Motivation & Encouragement
Champion Bosses have a great ability to motivate and encourage team members based on their individual needs and preferences. They are great at knowing what makes each individual ‘tick’ and can use friendly nicknames, jokes, small talk, and have goal driven conversations to make people feel encouraged and motivated at work.

Healthy Habit No 6. Supporting People’s Career & Personal Goals
Champion Bosses take the time to understand the career and personal goals of their team members and then provide feedback and support to help them when opportunities emerge. 

Champion Bosses: What healthy habits does your boss have?
If we take a good hard look at our leaders (and ourselves) it is easy to find fault but not always as easy to see the Healthy Habits our Bosses may already have. It is just too easy to cut down the tall poppy when they try to change for the better, or crush the seeds of hope when only a few redeeming features may be evident.

One of my all time favourite sayings is about seeing the glass half full rather than half empty. I always try to encourage people to focus on the positive characteristics of their bosses. So take some time now to reflect and ask yourself the following questions:

How many different bosses have I had over the years and how would I rate each boss in terms of the 6 Healthy Habits to Drive Performance and Support Staff?

Focus on my current boss: (1) What habits are they already a Champion in? When was the last time I gave them some positive feedback about this? (2) What areas do they need to improve on and how could I support and encourage their Healthy Habits?

Focus on myself as a Boss (whether you are currently a Boss or may one day become a Boss): what are my strengths and development opportunities across each of the 6 Healthy Habits of a Champion Boss?

By taking the time to assess and support the 6 Healthy Habits of the Champion Bosses around you, as well as setting your own leadership growth goals, you will be on a path to greater success and happiness in your workplace!

Ride The Waves of Life!

Written by
Dr Pete Stebbins

Wednesday, July 15, 2015

New Grant Program for Hiring IT Grads



Hiring Grant for IT Grads: 16 dollars per hour (NEW PROGRAM $10k grant)

A new youth hiring program that covers up to $16/hour of a recent post-secondary graduate’s wage towards an IT or advanced software/programming role. Examples of eligible position types would be web developers, graphic designers, marketing roles, programmers, and database analysts. You must keep your candidate off of payroll before you are accepted for funding. Application turnaround time can take up to 10-15 business days.

Here are the requirements of the candidate and the position:
·         Candidate must work 30-40 hours/week;
·         Candidate is not currently on payroll;
·         Candidates must be a graduate of a 2+ year post-secondary program with a  diploma;
·         Candidate must be 15-30 years old and a permanent Canadian resident/citizen/refugee;
·         Candidate should be a recent graduate with no relevant work experience;
·         Nepotism is ineligible;
·         Company must have at least $2M general liability insurance and WSIB (if applicable); and
·         
 You can apply before you find your candidate and the funding will be reserved for your position for up to 1 month.

If you agree with the above, please respond to this email and we can move forward with this. For now, we need:
·         A confirmation that you understand the above eligibility factors.
·         A confirmation that you agree that Mentor Works will acknowledge your eligibility, select the optimal program, and complete the required application paperwork for a flat fee of $1000 per graduate +HST.
·
Provide Mentor Works with your job description, resume (if candidate is selected), desired start date and hourly wage/range. We will also need a scan/copy of their diploma.

This is a very popular program that is accepting applications on a first-come, first-serve basis, contact Mentor Works immediately if you are interested.

Bernadeen McLeod
President and Founder
Mentor Works Ltd.
Phone: 519-497-8584