1.  Step back from the task at hand and reflect on what issues the client might encounter once this project is complete.  What is the next logical step or phase?

2.  Listen to the chatter and concerns the clients employees are talking about.  How can you help?

3.  When the client makes a statement or shares a problem, ask yourself, ”what are they asking of me?”

4.  Schedule time regularly to think about the client needs and how you can position your firm’s expertise.

5.  Do not assume the client will connect their issues to your firm’s capabilities. That connection is yours to make.

6.  People do not like to admit a problem until they know you have a solution.  Build a reputation for having solutions and resources.

If you hold the leadership position, have the power to lead, and have earned the people’s permission to lead, but fail to lead…that is a recipe for disaster.

A few years ago, the new President assumed his leadership role in the firm with great promise and vision.  He did a masterful job of rallying together a fragmented partner group and painting a vision of what was possible. Unfortunately, he had one fatal flaw.  He failed to execute. He did not empower his team to act, and subsequently, could not stay the course.  His team became frustrated from lack of support and being second-guessed. The president did not lead.  He did not stand with conviction when representing the group with the parent organization.  They lost hope.  In less than 18 months the firm had a new leadership team.

Lead to their expectations and they will exceed your expectations.

Edgar H. Schein wrote in Organizational Psychology: “Good leadership and good membership…blend into each other…in an effective organization.  It is just as much the task of a member to help the group reach its goals as it is the task of the formal leader.”

For this to happen, formal leaders must demonstrate faith in their members.

Patiently building loyalty may be a more effective strategy.  Consider this…

Paul David Walker, in an interview with CIO.com , observed that one characteristic of Steve Jobs success was his ability “to gain the loyalty of brilliant engineers.”  According to Walker, Jobs primarily did that by turning the engineers ideas into a product that would sell and, therefore, becoming the engineers best ally.

Leadership engenders loyalty when the leader is selfless enough to help others benefit from their knowledge, talent, ideas and effort.

Next time you need an individual or a group to perform or produce a specific task, ask how you might become their ally and cooperate in a manner that helps them succeed.

Diligent leaders have the ability to bring consistent energy and effort to their work.  They bridle the urgent demands with a single-mindedness on strategic movement while carefully and persistently increasing their work.

A leader recently learned through 360˚ feedback that his peers perceived him as having slacked off in his commitment.  They noted that he wasn’t demonstrating hard work or putting himself out to address the economic challenges of his office.  He explained his behavior as a result of the economic downturn saying, business just wasn’t there.

During unfavorable conditions diligent leaders show up with greater persistence and determination.  In the words of Jim Collins, they “display a workmanlike diligence – more plow horse than show horse.” They refuse to use these harsh economic realities as reason to coast.

The characteristics of diligence are:

1. Demonstration of energy and physical stamina required to get things done in the midst of long and extreme conditions.

2. Insistence on making every hour of every day productive.  It’s more than good time management, it’s expanding capacity for leveraging resources and activity.

3. Follow-through on commitments made.  Leaders who fail to deliver on commitments forfeit the right to be followed.

Research indicates that 95% of leaders and managers are not living up to their potential. Extreme times call for extreme leadership.  How will you show up?

My son, who works for a financial firm, shared his recent experience.  A group of mid-level managers in that firm, leading a new initiative to expand the client-base, is displaying close-mindedness to new ideas from the staff.  He mused, “I think you can become so realistic that you can’t see new possibilities.”

When staff observe managers and leaders squelching creative solutions they shut down.  They  think, “If the manager doesn’t want to hear my ideas, I won’t share them.” That manager just unknowingly cost the firm possibilities that can only be realized from having all brains in the game.

Are you a realist?  Don’t get stuck in the predictable behaviors and solutions of the past. Listen to the dreamers around you.

Avoiding the uncomfortable encounters with colleagues and staff means we forfeit the power of self-awareness and insight…the stuff that sparks growth and breakthrough.  It doesn’t matter whether you’re on the giving  or receiving end of the difficult conversation, growth is possible for all involved.

The issue of course is what we do with this new information and knowledge. Those who are highly resilient have trouble absorbing the lessons and move on to quickly. The sensitive are at risk of getting angry or falling into despair.  But those who are committed to being their best let the message in.  They absorb the full impact, no matter how painful, and come out stronger, wiser and more effective.

Get the feedback.  Let it make you better.

Few things can be more frustrating than a person who tells you what you want to hear, but fails to persuade you that they mean it. You know, those times when you’re looking a person in the eye and you hear them saying all the right things; and yet, in your deepest being you know that person is manipulating you and  has no intention of backing up their words with corresponding actions.

We all want to believe what others are telling us.  What’s amazing to me is that many of us will go to great lengths to convince ourselves that the person intends to do what they say, even when our personal experience with them indicates otherwise.  We pride ourselves in having given them the benefit of the doubt.

How many times are we expected to give the inconsistent ones among us the benefit of the doubt?

The best action to take for everyone involved is to give yourself the benefit of the doubt and trust your experience with those who say one thing and habitually do another.  You’re not the one with the problem.  Unless of course you so choose.

Spotting latent talent in people involves the daily practice of intentional observation.  Leaders often become consumed with busy work, meetings and administrative tasks.  It’s tempting to rationalize busyness.  That’s largely because being busy is the easier path; however, it’s the path that yield’s the least in relation to future talent and ensuring that you have the right team down the road.

Leaders are in the people business.  The great ones understand that paying attention to who they have around them is job one.

Take stock of how much quality time you dedicate to thinking deeply about the people around you and how they’re doing.  Next, tell them what you’ve observed.  If they could do better, let them know.  If they’re knocking it out of the park, thank them and encourage them to keep it up.

If you have 97 seconds, watch this video now…

Wilson on Performance Management