New Year’s Resolutions for Leaders

Posted on by Scott

Fuochi d'artificioIt’s only the day after Christmas, but many people are already looking ahead to the new year – and their new year’s resolutions. Some of my friends have sworn off making resolutions, preferring instead to identify a personal challenge or two. Personally, I don’t see the difference. Regardless of what you call it, the idea is to identify one or more goals you commit to working toward during the next year.

Of course, many will settle on some version of the “Big 3” resolutions:
1. Eat Better
2. Exercise More
3. Lose Weight.

Resolutions aren’t just for transforming your body. The start of a new year is a great time to focus on developing good habits that will help transform your organization. Here’s my take on a trio of resolutions – consider them challenges – for you in 2013. I’ll use the same three resolutions likely at the top of your personal list.

1. Eat Better. It’s been said that you are what you eat. And just as ingesting healthier food will do your body good, the proper mental diet can improve your thinking and decision making. Resolve this year to read, watch and listen to material that helps you become a better leader. Subscribe to trade publications and newsletters to help you stay on top of the latest trends in your industry and few others. Invest in some audio books or podcasts from recognized thought leaders. Signup up for webinars and check out free You Tube videos that show you how to master new skills. A steady stream of the right thoughts and information will fuel your efforts to lead your organization to new heights this year.

2. Exercise more. Just like most resolutions, many organizational efforts die in the planning stage. Some suffer from a lack of resources, while others die due to a lack of true commitment. But most, in my experience fail because there’s a lack of accountability for true results. Make 2013 the year you actually get things done. Focus your efforts by turning ideas into specific action items with owners and deadlines. Teams work better when every member understands the goal, has a clearly defined role to play and is held accountable for following through on their assignments.

3. Lose weight. A of of us carry around extra weight – weight that prevents us from moving as quickly as we could or doing the things we should. Organizations carry some unhealthy weight too. Outdated or cumbersome policies can stifle progress toward meaningful objectives. So seek out and eliminate red tape that does more harm than good. A good place to start would be policy that inhibits free communication, timely customer service, or employee creativity.

New Year’s resolutions are notoriously difficult to keep. That’s probably because we tend to bite off more than we can chew. You can’t reverse a lifetime of bad habits overnight. So improve your chances of success by making small changes. Set two or three small goals for yourself – things that are easy to achieve, but meaningful. The boost you get will help propel you into the next one.

I’m excited about what 2013 has to offer. I hope you are too. Happy New Year!

The Power of Positive Feedback

Posted on by Scott

This morning my phone rang on the way in to the office. It was my wife. Her first words made my heart sink. “I just got a call from Abby’s Principal.” Instantly I assumed the worst – either my daughter is hurt or in trouble. Parents rarely get good news from the school principal.

But it was good news. A new student had transferred in and Abby had taken it upon herself to befriend her and make her feel welcome – showing her around and introducing her to a circle of friends. The new student’s first few days of school, understandably full of anxiety, had been made wonderful. The parents couldn’t say enough about how grateful they were and the principal wanted us to know.

Obviously I’m proud. As I hung up the phone, I pictured the scene that will likely take place as my wife tells Abby what her principal had to say. I can already see the smile on her face and the pep in her step that she always gets when she receives a pat on the back. And her behavior, which isn’t bad to begin with, will ratchet up a few notches for several days.

Come to think of it, we’re all like Abby. We all like to hear good news, especially when it’s about us. Receiving positive feedback for something you’ve done can turn an average afternoon into a great one. I know that a single positive word regarding one of my projects can significantly affect my mood long after the event has passed.

From a leadership perspective, I’ve noticed three key benefits from the positive feedback I give to members of my team.

1. Morale improves. Something magical happens to a person’s attitude when you pay them a compliment. It’s amazing how many times I’ve given someone a bit of positive feedback only to have them say “Wow. You just made my day.” For some reason, our human tendency is to focus on the negative aspects of work. Telling someone “thank you” followed by a sincere explanation of your gratitude, is often enough to break the cycle of negative thought.

I believe that most people genuinely want to produce good work. The problem is, they never get any feedback to indicate their work is, indeed, good. They hear about what’s wrong, missing or late. As a result, the average employee focuses on staying out of trouble (a negative outlook) rather than on producing good (or even great) work.

2. People reciprocate. Any time I give my daughter some positive feedback, I get some in return. If I thank her for cleaning her room and brag about how great it looks, she thanks me for helping her with her homework. In addition, I’ve noticed that positive feedback I give to one of my children results in positive feedback they give to someone else. So not only do I get to enjoy the boost from reciprocal back-patting, the rest of the family does too.

This phenomenon also plays out at the office. Recognizing one team member’s contribution to a project almost always results in their recognition of someone else’s effort. From the outside it must look like a mini love-fest with everyone thanking and congratulating each other on a job well done. But the psychological impact of just a little positive reinforcement is often enough to lift the whole team. It’s like a wildfire – light a match and pretty soon the place is burning with pride.

3. Team productivity goes up. Long ago I realized the potential of positive feedback to produce better work from an individual. Recognize someone’s effort toward a successful project ”A” and watch how much better project “B” turns out. It’s like a little productivity switch gets pushed into overdrive. I’ve even noticed this effect on my own psyche. When someone says “thank you” it makes me feel great. And it makes me want to work harder in order to get more of that great feeling.

You’ve probably heard that praise should be given in public while corrective actions should always be done privately. One of the reasons behind this is because the feelings underlying your feedback (positive or negative) get transmitted to everyone around – not just the person receiving the feedback. So people who witness a coworker receiving kudos for their efforts instinctively begin to act in ways they perceive will result in getting their share of the praise.

For years I’ve said “You will receive an abundance of what you praise or tolerate.” I honestly believe positive feedback is one of the most powerful tools at a leader’s disposal. Unfortunately, positive feedback is difficult for most people. Like most skills, you have to work at it in order to get good at it. Thankfully, the reward is well worth the effort.

I’ll bet you can think of someone in your organization that could use some positive feedback. Imagine the good that you’ll receive when you stop reading this article and go deliver it. In fact, why don’t you go do it right now?

Redefining Excellence

Posted on by Scott

Excellence is a term that gets thrown around a lot today. I hear people talking about service excellence, sales excellence, leadership excellence and even operational excellence. The problem is that too many of these people have the wrong idea regarding what excellence really is. More often than not, when someone uses the word “excellence,” they’re really talking about “perfection.” The idea of excellence is used to refer to the epitome of achievement – the highest state of performance.

There’s a problem with that definition of excellence. If you aspire to perfection, you will never reach your goal. You’ll always be frustrated, and so will your employees.

Don’t get me wrong. I’m a firm believer in having goals. But in order for goals to be effective, they have to be attainable. They need to provide a stretch, but they have to be within reach. Attaining such a goal provides a sense of accomplishment and the energy to stretch for the next one.

So I’d like to propose a new definition for “excellence.” Here it is;

“True excellence is rising above what you ‘should’ be to become what you ‘could’ be.”

You see, excellence is not perfection. Excellence is growth. Excellence is reaching a level of performance that’s eluded you in the past. Excellence is accomplishing something that you never have before.

This new definition of excellence says that while perfection is impossible – and we all know it is – the status quo isn’t acceptable. The idea of excellence requires that I move beyond my current state of performance even though it might be acceptable. The organization may say that a certain level of performance is expected – it’s what I should be doing. But a quest for excellence says perhaps I could be doing more than that. Striving for excellence allows me to set goals for improvement, celebrate that success, and then push the boundaries once more. And I’d much rather be excellent than acceptable.

What defines excellence for you?

What defines excellence for your team, department or business?

And what will you do today to achieve true excellence?

Pressed to Death

Posted on by Scott

Three hundred and twenty years ago, Giles Corey was accused of being a wizard, or warlock, during the infamous Salem Witch Trials. Among the accusations were that he had been seen serving sacrament at a gathering of witches and his “spectre” had been witnessed harassing supposedly innocent citizens. Corey refused to admit guilt or proclaim innocence, an act that was required in order for him to stand trial.

In order to force a plea from him, Corey was forced to undergo “pressing.” He was stripped naked and staked to the ground with a large sheet of wood over his torso. Large boulders, some so heavy it took six men to move, were then placed on the board. Over the course of two days, more and more boulders were added, crushing his chest. Steadfastly refusing to answer the court’s accusations, Corey died from the pressing.

Ever feel like you are being pressed to death?

Everyone feels stressed or even somewhat overwhelmed from time to time. But I’m talking about the kind of pressure that weighs down on you so heavily that you can’t move. You can’t think straight. You find yourself immobilized, unable to take action because your mind keeps worrying about the various issues on your plate.

Left unchecked, this kind of pressure can impact your job, your family, your relationships with friends, and even your health.

I don’t claim to be an expert in stress-management, but I’d like to share some of the strategies I use to help relieve the pressure when I feel the weight of the world pressing down on me.

1. I write it out. I’m a list person. I need to see just how big the mountain is before I can tackle it. So I try to keep a master list of projects updated at all times. It’s nothing fancy, just a legal pad where I write down each project and the major steps that need to take place in order to get it completed. Writing things down helps me to organize the chaos in my head that leads to stress and worry.

2. I eliminate it. Sometimes the best answer to relieving stress is to remove the root cause, literally. I can’t tell you how many pet projects I’ve had languishing on my list, causing me angst every time I see how much I haven’t worked on them. Each time I’ve made the decision to cross one off as “not worthy of my stress right now” have been liberating. Some things just aren’t worth the price tag.

3. I delegate it. Sometimes it can be hard to let go of certain projects. For my own sanity, though, I’ve learned to hand off various tasks to other equally or more capable people. This involves a degree of trust and the ability to live with results that may not be quite like you’d prefer, but the sense of relief I gain from getting certain things off of my plate is usually worth it.

4. I build some momentum. Now I’m down to those things that are both worth pursuing and require my personal attention. Some of these are big projects with many steps. It can be intimidating to see just how long that list still is. To help me get started on the things that really matter, I cheat a little. I add a few smaller items to my to-do list – things I’ve already accomplished – and then cross them off. This visual sense of accomplishment often helps give me the mental boost I need to tackle a few of the others.

Unlike Giles Corey, you and I have a choice when it comes to stress. When it feels like a ton of rocks are piled on your chest, you can choose to remove a few. Obviously, my tips apply to work-related stress. There are other, more serious, types of pressure out there and many more ways to alleviate or cope.

Got a great stress-reduction technique? Shoot me an email. I’d love to hear it.

Olympic-sized Inspiration

Posted on by Scott

The Olympic games are always a big deal in the Voland household. We each have our favorite sports and we love learning the back stories on each of the athletes. And while we cheer heartily for the American competitors, we have such a multicultural household that it’s easy to appreciate any outcome.

The Olympics may be over, but the competition in London is just heating up. The 2012 Paralympics started this past week and run through Sunday the 9th. I’m always inspired by the stories of sacrifice and dedication that are so prevalent during the Olympics. But for real inspiration, nothing beats the Paralympics.

Sometimes I get to feeling sorry for myself. Things don’t go the way I planned. Someone I trust lets me down. Circumstances beyond my control set me back in ways I never anticipated.

I feel myself feeling inadequate, unprepared, even handicapped.

Then I watch some of these people in action. And I feel ashamed. Here are people who have overcome setbacks I can’t begin to imagine in order to achieve a level of excellence that’s incredible. They could sure kick my butt! How dare I allow any of my lame excuses keep me from reaching my full potential.

If you haven’t had a chance to see some of these amazing athletes in action, you are definitely missing out. Unfortunately, the Paralympic games aren’t being broadcast on TV here in the states, but you can watch events, both recorded and streamed live, on the internet.

For a little preview, and a lot of inspiration, watch this:

Once In A Blue Moon

Posted on by Scott

Tonight’s full moon is a Blue Moon – not because it’s blue, but because it’s the second full moon in a given month. Because blue moons only occur once every 2.7 years or so, they are relatively rare. Even rarer are full moons that actually appear to have a bluish tint. This typically occurs when dust or smoke refracts light in such a way that the blue spectrum is most prominent.

The phrase “once in a blue moon” entered the English lexicon as a way of describing an event which happens rarely. While some events are prized because they are rare, some things need to happen more frequently to be truly valued. Exercising frequently is obviously more beneficial than occasional spurts of exertion. Ongoing home maintenance is less costly than massive repair projects.

And certain leadership actions have greater impact when performed regularly. Here are 10 easy things you can do as a leader that will have a tremendous effect on those around you.

1. Challenge someone with a project outside of their comfort zone.
2. Encourage someone who’s feeling discouraged after a letdown.
3. Coach someone who’s struggling to improve an aspect of their performance.
4. Recognize someone for their recent achievement.
5. Thank someone who’s helped you out of a bind.
6. Tell someone how important their job is to the team and your customers.
7. Apologize for something you messed up.
8. Ask someone about their professional goal and how you can help them achieve it.
9. Share an article, book or other resource related to someone’s area of responsibility.
10. Spend time brainstorming with people about possibilities that don’t exist yet.

Effective leadership involves building relationships. And you can’t build relationships if your interactions with other people are superficial and random. I promise that if you make an effort to engage with people on a deeper level as indicated by these suggestions you’ll find yourself connecting – and leading – in ways you never thought possible.

The next blue moon will take place on July 31, 2015. Where will you have taken your leadership skills by then?

Survivor In the Workplace: 3 Behaviors You Don’t Want on Your Island (and 3 You Do)!

Posted on by Scott

I find it hard to believe, but it’s been 12 years since Mark Burnett introduced American television audiences to Survivor. This is the show where contestants vie to win $1 million by navigating the physical, mental and social challenges associated with spending 39 days stranded on an island with a group of strangers. One by one, players are voted off by their “tribe mates” until the finale, when those who’ve been kicked out of the game have to vote for the winner.

Survivor proved to be incredibly popular, spawning international versions and copycat shows. It launched the era of reality television, an era that just doesn’t want to die. Across the world, schools and church groups regularly adopt the Survivor theme for parties and events.

But there’s one playing field where playing Survivor can be devastating – the workplace. Unfortunately, employees around the world go to work every day feeling as if they are fighting to survive. There may not be a million dollars on the line, but the stakes are just as high. For many, office politics, popularity contests and hidden agendas create an atmosphere that causes good people to feel they have to play the game just to stay in the game.

Here, mirrored in the slogan of Survivor, are three things employees shouldn’t have to do in order to win.

1. OUTWIT
Winning on Survivor often hinges on having the best information. Those in the know – the ones with knowledge and insight that others don’t – tend to go the farthest in the game. Players who are out of the loop are quickly picked off. When a contestant gains a key piece of information, they keep it secret, only sharing it if and when they stand to receive the greatest personal benefit.

Sadly, many players at work seek to get ahead the same way. They hoard information, releasing it bit by bit as it suits their purpose. They may use information against a perceived opponent, trying to raise their own worth by damaging others.

2. OUTPLAY
Survivor contestants have to move fast. In order to win the game, they have to constantly reassess the lay of the land – who’s stirring up trouble and which players might be trying to orchestrate a bold move. Everyone lives on edge, and alliances are shaky. The game can change at any moment and to win, you have to stay on your toes.

Many employees live in a constant state of paranoia as well. Workplace alliances can be just as shaky as those on a Survivor island. Even within the context of teamwork, individuals often jockey for position in an attempt to remain in control of the outcome. Opportunism and betrayal are commonplace in the office environment.


3. OUTLAST
Some Survivor players operate by laying low. They do their best to stay out of the spotlight, doing just enough to get by but not enough to draw too much attention. They don’t take risks, and never voice a controversial opinion. Eventually, a key player makes a mistake and exits the game, allowing the quiet one to seize control.

Competitors in the workplace often utilize this same strategy. They ride along quietly, doing steady but unimpressive work. They seem content to let others take the lead while they ride on coattails. When crisis hits and someone takes a fall, they’re the first ones to say “I knew that would happen.” Amazingly, they know just how to fix things and suddenly, they’re on top.

Things don’t have to be this bad. Survivor is a game that only one person can win. Winning at work doesn’t have to be an individual contest. Teams can win together. This makes success much more likely and enjoyable. But it’s up to the leadership to create an environment in which teamwork is a valued commodity. Here are three survivor strategies for leaders who want to win.

1. INFORM
As opposed to hoarding information, try sharing it. Well informed work teams make better decisions, both collectively and as individuals. Employees who feel included and informed reciprocate by sharing what they know. Knowledge grows synergistically and everyone advances. But those in charge have to model this behavior. Leaders who withhold information will find themselves with employees who feel they must do the same in order to survive.

  • Share data, statistics and other results.
  • Provide clearly defined individual and team goals.
  • Outline steps that clearly lead to success.


2. INCLUDE
Teamwork, by definition, involves inclusion. Leaders have to believe that every member is valuable and expect them to contribute. Employees who seem reluctant to participate and share ownership in team projects need to be drawn in. When each member of the team has a stake its success, they work harder to make that success happen. Collaboration comes easier when fates and rewards are shared.

  • Make sure everyone involved in a project is input regarding its design.
  • Make a point to seek out those who may be reluctant to voice an opinion.
  • Delegate tasks appropriately so that everyone plays a role.


3. INSPIRE
Leaders have to be constant communicators of the shared vision. When people lose sight of the ultimate goal, it’s easy for them to turn inward, focusing on short-term survival. The key to effective teamwork lies in keeping the big picture front and center.

  • Communicate the team’s vision often and passionately.
  • Ask others to share their interpretation of the vision with regard to their specific job duties.
  • Share feedback from customers and other stakeholders that illustrate the importance of achieving the stated vision.

Survivor is a lot of fun to watch. But drama that makes for great television creates a horrible work environment. Keep your tribe strong and successful by actively drawing people in and they won’t vote themselves out.

Smooth Sailing or Time to Batten Down the Hatches?

Posted on by Scott

“Anyone can hold the helm when the sea is calm.” – Publilius Syrus

Every summer, I dedicate some of my vacation time to helping out our local Boy Scout troop with their Summer Camp. While I’ve taught a number of classes over the years, my favorite is always Advanced Sailing. It’s not a merit badge class, and participating in it doesn’t help the scouts advance in rank. However, the troop has a fairly nice sailboat. It’s a 22’ Windstar christened the “Red Rooster” (complete with Jolly Roger), and those who take the class really enjoy it.

Working with these young men is both an honor and a challenge. Learning to sail involves a variety of things. There are the technical aspects of maneuvering a boat, learning to work as a team and cool sailing jargon like “jib sheet” and “coming about.” One of the hardest lessons we tackle, though, involves managing fear.

And it usually happens on day three.

Day one involves rigging the boat and learning the rules of safe boating. I typically maintain control of the rudder so we don’t run into something – like another boat. The scouts take turns manning the jib sheets and trimming the mainsail as I steer and coach them through the various steps required to keep us moving (sailing is only fun if you’re actually moving across the water).

On day two, I turn the rudder over to one of the scouts and assume a position as part of the crew. It’s now their job to decide where we’re going and how we’ll get there. There’s no faster way to learn sailing than by doing it, so I let them make mistakes and figure their way out of it. By the end of the sail, things are starting to click.

By day three the critical learning has taken place. Knowledge of basic sailing mechanics has sunk in and the boys want to see just how fast they can get the boat moving. So the “captain” sets a good course and instructs the crew to trim the sails to maximize the available wind. The sails fill with air, the centerboard starts to hum and … the boat starts to heel.

Heeling occurs when the boat begins to lean over in the water. Unless you’re sailing with it directly behind you, the wind is trying to push you to the side. As you position your sails to maximize the wind’s power in order to move forward, you’re also increasing it’s ability to push you over.

Heeling is an uneasy sensation for new sailors and learning to manage the fear of falling over is part of learning to sail fast. Naturally, some are more comfortable with fear and like to see just how close to the edge they can get. Others would rather float aimlessly and lounge on the deck. If the man on the rudder is one of the latter, he panics and lets go. The boat turns back into the wind, loses all momentum and comes to a stop. Things are stable, but we’re not going anywhere.

Fear is a powerful force. It can cause seemingly smart people to do stupid things. They’ll lie about company results out of fear of looking incompetent. They’ll refuse to add a little more on the expense side of the general ledger for fear that it won’t pay off. They’ll hoard information and hamstring their employees for fear of losing personal value.

Fear is a huge issue for many in leadership positions right now – fear of failure, fear of losing control, fear of looking foolish or out of touch. Real leaders understand that sometimes you have to take a stand – you have to face your fear in order to be successful. Not to overcome it, but to use it to your advantage.

By the end of summer camp, the crew of the Red Rooster has learned how to tie a bowline knot. They’ve learned the difference between “port” and “starboard.” And, judging by the speeds at which our boat is moving forward, they’ve learned how to work with fear rather than run from it. They’ve come to rely on their training and the collective wisdom of the crew to keep them upright and moving in the right direction.

So, question time. How are things on your ship? Are you heeled over a little, but flying towards your destination? Or are you floating listlessly, hoping the tide will gently rock you to the shore?

It’s your call, Captain.

Coaching Styles, Part 6 – Which Style Is Best?

Posted on by Scott

A few weeks ago, I began a series focusing on the four different coaching styles; the Visionary, the Director, the Mentor, and the Cheerleader. If you’ve been following along you probably have a pretty good idea of your dominant style. So here’s a question for you? Which style makes the best coach?

Some may say it’s the Visionary due to their ability to paint a vision of the future and inspire people to take action.

Some might choose the Director for their tendency to recognize the strengths in others, assign job tasks appropriately and hold people accountable.

Others might vote for the Mentor. Teaching a skill is very empowering and a critical component of employee growth.

Or perhaps your vote is for the Cheerleader. After all, no one wants to work without recognition for their efforts and a little motivation goes a long way.

The answer, as you might have guessed, is that there is no one style that rises above the rest. Each style of coaching has its place and an effective coach has the ability to switch styles as needed. You see, it really doesn’t matter which style you prefer or are best suited for. The secret to being an effective coach is understanding which style your employee needs at any given time.

The best coaches know that the employee is the focus, not them. They view coaching as a service rather than a job or an item on their to-do list. Great coaches don’t see coaching as something they do to their employees. They see it as something they do for their employees.

Think about the purpose of coaching. The goal isn’t self-improvement; it’s the betterment of your employees. Sure, you benefit in a variety of ways, but the real goal of coaching is to help someone else grow. When you look at coaching as a service rather than a job, it changes your approach to it. To really be effective at coaching, you have to have a true desire to help the employee.

I’m speaking from experience here. Once I changed my view of coaching, it changed my approach to it as well.
– Instead of focusing on what I need to get off of my plate, I focus on what the members of my team need to grow.
– Instead of telling them what I think they need to do in order to accomplish a task, I ask them what they need in order to excel.
– Instead of viewing them as employees, I value them as partners.
– Instead of talking at them, I collaborate with them.

This approach has provided much deeper and more meaningful relationships with the people who report to me. As the relationships evolve, I get to know what makes them tick. I get to know their strengths and their weakness, I learn about their dreams and their fears. And I come to understand what they need from me. As a result, I’m able to adjust my coaching style to provide the right kind of leadership for each person as the situation dictates.

This makes coaching so much easier than it used to be. I’m no longer frustrated by employees who just don’t seem to understand the big picture. I don’t pull my hair out over work that’s not getting done. I don’t have to spend a lot of time coaching any more. It just seems to come naturally.

Here’s the best part – as I’ve learned to provide the kind of leadership my team needs, when they need it – they’ve responded by rising to the challenge. They go beyond what’s asked of them in order to help me out. They know I’m doing everything in my power to hold them up, so they work extra hard in order to not let me down.

Think about your dominant coaching style. Do you coach everyone the same way, under every circumstance?

Do your employees see you as a member of the team, or just “the boss?”

What changes do you need to make to your coaching style in order to get better results?

I hope you’ll consider these questions as you anticipate your next encounter with your team. Good luck coach.

Coaching Styles, Part 5 – The Cheerleader

Posted on by Scott

“We’ve got spirit, yes we do. We’ve got spirit, how ‘bout you?”

Cheerleaders date back to the late 1800’s. A university of Minnesota student named Johnny Campbell recruited a few of his buddies, grabbed megaphone and hit the field to lead the home crowd in chanting the school anthem as a way of showing school spirit and energizing the team. Other schools soon adopted the practice, organizing their own “pep clubs” with motivated “yell leaders.” Eventually, women joined in the fun and, as a result of World War II, began to dominate the activity. Today, cheerleading is considered a sport in its own right with teams competing all over the world.

When it comes to coaching, the Cheerleader has three key goals. The first is keeping the team energized and focused on moving forward. Some people have a natural inclination to stay on task, while others are easily distracted or discouraged. Sometimes the finish line is so far off, it’s difficult to see. This can be the result of a long campaign cycle or a project with an extreme level of complexity. Sometimes setbacks occur and individual or team morale takes a hit. It’s the job of the Cheerleader to step in and rally the troops when they sense energy levels getting low.

Cheerleaders are also responsible for recognizing and reinforcing positive results. When something goes right, it’s important to capitalize on that forward momentum. Recognizing one accomplishment can catapult a team member into the next one. Individuals who receive positive feedback are more likely to repeat the reinforced behavior. So when you see someone doing something you like tell them – cheer them on.

A third goal of the Cheerleader is highlighting examples of desired behavior for others to emulate. Make no mistake; your employees are watching to see what behaviors and results get your attention. I once publicly recognized an employee’s weekly sales production on a particular product line. I didn’t offer a reward – I simply mentioned their name during our weekly sales meeting and told them how impressed I was with their efforts. I shared with the team how one person could make a big impact on the organization and let them in a short round of applause for the highlighted individual. The next week, every single salesperson posted improved numbers.

Being an effective Cheerleader requires you to be on the lookout for good things that happen and act on them. Sadly, most managers struggle with providing positive reinforcement. For some reason, most find it easier to identify issues that need fixing. But the results from positive reinforcement always overshadow those from punitive action.

So grab your pom-poms and let’s hit the field. Are you with me? Two, four, six, eight; who do you appreciate?