Would it surprise you to know that 70% of leaders rate themselves as inspiring and motivating? You know how this goes, right. On the other side of that coin, 82% of employees see their leaders as fundamentally uninspiring (Gallup). 65% of employees would forego a pay raise if it meant seeing their leader fired (Forbes). When people who are a responsible for others in an organization confuse managing for leading, you get these kinds of results.
Is it any wonder that we as human beings get things done through conversation with each other!? Conversations are where everything happens - how much more difficult are conversations now with so much technology in the way? People who have great conversations have the ability to get great results, build up their people and be very effective! So, all of us leading people need to develop our capacities to have conversations that build trust, reflect who we are, what we believe, what we feel and what we need to get done, in a way that supports our relationship with that person.
I want to share something with you today about the 3 hats you wear as a new manager, seasoned veteran manager or small business owner - if you are responsible for people in an organization, any organization, your role has three parts:
Managing people for performance
Leading people and inspiring them to follow
Coaching people and helping them grow and develop
I know that I have written about strengths before and I am writing about them again today. Over the last few weeks I have been reminded in a number of ways in a number of different circumstances that people are often focussing on the wrong things when they are trying to build their careers and capabilities or just get unstuck enough to move forward. I've said it before and I’ll say it again, focus on your strengths, develop them, use them everyday and build your personal power in that manner, only.