Category Archives: Culture

Culture, Leadership

Creating a Culture of Comfort and Joy

DSC01655“There is joy in work. There is no happiness except in the realization that we have accomplished something.” —Henry Ford

 

By Elizabeth Stincelli, DM

 

We all know the Christmas carol “God Rest Ye Merry Gentlemen”. In this carol we sing about tiding of comfort and joy, but why do we only think about comfort and joy during the holiday season? Wouldn’t it be great to go to work every day for an organization that had created a culture of comfort and joy? Why not create a work environment where every employee knows that they are accomplishing something meaningful, where they look forward to making a valuable contribution, and where they know they are appreciated and celebrated? Employees want to work for an organization where they feel they belong, where they are valued, where they have control over their own work, and where they have leaders who they actually look to for a good example. Why not create a culture of comfort and joy?

Create something people can believe in

One of the great things about the holiday season is that we are reminded that there is something to believe in; this brings us both comfort and joy. Your employees need something to believe in all year. What does your organization offer that is of value to the world? Is it something that your employees can buy into? Can they feel good about themselves, the organization, and the cause?

Give their work meaning

Once they have something to believe in, employees need to find meaning in their own work tasks. They need to see how what they do personally contributes to the big picture. Everyone has something important to offer or you would not have them as an employee. Let them know that their work is both important and appreciated. Develop a culture of comfort and joy where employees can leave work at the end of the day knowing that their work was meaningful.

Develop a sense of community

Everyone wants a sense of connection, to feel that they belong. Create a culture of comfort and joy by developing a sense of community in your organization. Help employees to connect with one another, to find commonalities, and to appreciate the differences. Show them that every one of them belongs, that they are a part of a team, an organization, a greater purpose.

Set the example

Employees will model their behaviors after you. They will develop their attitudes based on your words and actions. So, you must set the example of the culture you are creating. Watch your actions and listen to your words; do they reinforce, or do they undermine, a culture of comfort and joy?

Give them control

If you want engaged, happy employees, you must help them to feel more competent, powerful, and in control of their own work. Employees want to be challenged, not babysat. They want to know they are trusted to make decisions and take action related to their own tasks. To continue to support a culture of comfort and joy, give employees the training and resources they need, and then give them control over their own work.

Keep it Going all Year Long

What if you could keep the optimism of the holiday season going all year long in your organization? By giving employees something to believe in; giving their work meaning; developing a sense of community; setting the example; and giving them control, you can create a culture of comfort and joy. By providing your employees with the respect, autonomy, and social support they need, you can keep a positive atmosphere all year long.

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Culture, Innovation, Leadership

Does Your Leadership Support Innovation?

file0001976108977“Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It’s not about money. It’s about the people you have, how you’re led, and how much you get it.” —Steve Jobs

By Elizabeth Stincelli, DM

 

Innovation and the Leadership Pyramid

How is innovation dependent on the leadership pyramid for the support and connections necessary for success? Innovation needs the abilities and resources that those in a position of authority have to support creativity and the implementation of innovation throughout the organization. The access that leaders have to information, influence, and resources is essential to the process of innovation.

Innovation needs support and an organizational climate focused on excellence in order to be successful. For innovation to occur, team members must be able and willing to cooperate in the development and application of new ideas. The foundation needed to provide the resources and support for the collaboration that enables innovation must be provided by leadership. So, how can your leadership support innovation?

See through the informational noise

Efforts to innovate should be associated with a clear purpose, outlined objectives, and a shared vision. This clarity and direction from leaders guides innovative efforts in a direction that will provide value to organizational goals. To be successful, innovative efforts should be informed by organizational and market data and information. The vast amounts of available data can overwhelm those trying to sort through it. Leaders often have historical experience with the information which allows them to sort through the noise and identify the key information to support innovative efforts more easily.

Successful innovation requires that a diverse group of people be brought together and encouraged to share information and participate in the process of innovation. Organizational leaders have the authority to determine which individuals participate and what information is shared. Those in a leadership position often have the big picture understanding that is useful in determining who should participate and what information will be beneficial to innovative efforts.

Leaders must manage the knowledge resources of the organization. To successfully innovate, one needs access to accurate information, the capability to connect the informational dots, and the ability to filter pertinent from arbitrary information. Leaders have access to the data and resources necessary to help innovators see through the informational noise

The ability to execute

The end goal of innovation is execution. It is the responsibility of the leader to decide which projects are right for implementation. Successful innovation can only take place when leaders design organizational processes that support innovation and the implementation of new ideas. Leaders also have the ability to support learning from failed attempts to implement innovative ideas rather than instilling a fear of failure.

For innovative ideas to be successful, leaders must provide the practical support for implementation. They must supply the necessary resources to test new ideas. Leaders must manage the people, time, knowledge, and resources allocated to innovative efforts and implementation. Leaders have the authority and resources necessary to execute on innovative ideas.

Build a culture that supports innovation

A culture that supports innovation provides a safe place to experiment, to fail, and to learn. It must emphasize collaboration and the continual pursuit of excellence. The leader must provide the support and climate that encourages creativity and curiosity that facilitates innovation. The responsibility for developing a high-performance, innovative culture falls on organizational leaders.

A culture that supports knowledge sharing and collaborative work practices increases innovation. This type of culture eliminates silos and supports ongoing, open communication. It gives people the opportunity to collaborate by providing permission, time, and resources. An innovative culture rewards the sharing of ideas and knowledge. Successful innovation is encouraged when learning becomes entrenched in the culture.

People must feel safe to make mistakes and then talk about them openly so others can learn from them. An organization that supports successful innovation has a culture where shared decision-making, experimenting, learning, and development are emphasized. Developing a culture that supports learning and diversity has an innovative competitive advantage. This type of culture allows innovation to grow from shared experiences and differing conceptual lenses. Leaders have the influence necessary to build a culture that supports innovation.

Collaboration not competition

Organizational leadership should support innovative collaboration over a mindset of competition. Collaboration requires the sharing and exploration of knowledge across departments, roles, and regions. The contribution of diverse expertise enhances organizational learning, the creation of knowledge, and complex problem-solving. Competition can stifle the ability to share and build on the knowledge and experiences of others. While competition may offer the short-term satisfaction of a personal victory, the satisfaction gleaned from collaborative success can be long-lasting.

Organizational policies should not be overly restrictive in the access that is allowed to pertinent data. Policies should not foster a culture that encourages secrecy and internal competition. Collaboration should challenge ideas in a positive, co-creative way. An important factor in innovation is the support of leadership in encouraging team diversity and the sharing of information to enhance creativity and problem-solving through collaborative efforts rather than competition. Leaders have the influence to set the climate of innovation as collaborative rather than competitive.

Conclusion

Successful innovation is dependent on the data, resources, authority, and influence that leaders can provide. Individuals in a position of authority have the ability to see through the informational noise, execute on ideas, build a supportive culture, and encourage collaboration rather than competition. Become the leader who provides the direction, support, influence, and resources necessary for successful innovation in your organization.

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

 

Collaboration, Communication, Community, Culture, Employee Engagement, Engagement, Leadership, Opportunity, Organizational Culture

Three Ways to Invest in Your Employees that Won’t Cost You a Dime

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“Transformation in the world happens when people are healed and start investing in other people.” —Michael W. Smith

By Elizabeth Stincelli, DM

 

Why Invest in Your Employees?

Your time is the most valuable gift you can offer, when you make time to invest in your employees, the work environment in your organization will become a much happier place. Happy employees are more productive and quality conscious which results in higher profits. They have better interactions with both colleagues and customers which results in better experiences on every level and they make better brand ambassadors for your organization. When you invest in providing experiences that instill a sense of pride and accomplishment in each employee, your employees will give 100% to the organization. So, how can you invest in your employees without spending a dime?

Engagement

Chuck Daly said, “There’s nothing like being involved with a team that can go that distance.” One of the best investments you can make in your employees is to engage them in their work tasks, their teams, and the organization as a whole. This engagement gives them a sense of pride and satisfaction in their work. Bring out the best in them by encouraging them to take control over their own work and to identify and find solutions to problems. Listen to what they value and want to accomplish. Don’t micromanage; give your employees the skills and resources they need and then empower them to design how their work gets done. The experience your customers have with your organization is directly linked to how engaged and satisfied your employees are; invest in the engagement of your people.

Opportunity

Bobby Unser believes, “Success is where preparation and opportunity meet.” Providing opportunities to grow, personally and professionally, in the organization is a valuable investment in your employees. When employees grow, your organization grows; when they excel, you excel. Your employees are your most valuable asset, don’t let them feel underutilized. Continually give them the opportunity to gain experience and control their own work tasks. Offer them mentorship opportunities and give them access to training and development resources. Prepare your people to move on to something bigger and better; invest in offering your employees opportunity.

Culture

Ken Robinson tells us, “The role of a creative leader is not to have all the ideas; it’s to create a culture where everyone can have ideas and feel that they’re valued.” Investment in your organizational culture is one of the most important investments you can make. When you develop a culture that inspires a sense of community and truly engages employees, you create a trusting and safe environment for collaboration. This type of culture is all-inclusive, embracing differences and a encouraging the sharing of ideas. It emphasizes the development of relationships and open communication throughout the organization regardless of title or position. A strong culture recognizes the value that every employee contributes to the success of the organization; invest in your culture.

Make the Investment

Bob Parsons advises, “Never stop investing. Never stop improving. Never stop doing something new.” When we think of making an investment, we see dollar signs. But, as leaders, there are many investments in our employees that we can make that won’t cost us a dime. And, the return we will see is immeasurable. Offer your employees engaging work, provide them with opportunities to grow, and create a culture that embraces a sense of community and the development of relationships. Make the investment in your employees and watch the return.

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Culture, Leadership

Help Employees Find Their Voice

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“Find your voice and inspire others to find theirs.” —Stephen Covey

By Elizabeth Stincelli, DM

 

Why Help Employees Find Their Voice?

Employees want you, as a leader, to listen to what they have to say, to ask for their opinion, to not be confrontational, and to show respect and value for them as individuals and for their ideas. No one person has all the answers, not even you. When employees find their voice, you have access to a whole new set of ideas and answers. You have had the opportunity to find your voice, now help your employees find theirs. So, how can you help?

Sharing ideas

Ken Robinson said, “The role of a creative leader is not to have all the ideas; it’s to create a culture where everyone can have ideas and feel that they’re valued.” You must emphasize the importance of bringing a variety of ideas to the table. Let employees know that you value their thoughts and ideas. Encourage them to share; to voice their thoughts on both problems and solutions. These things cannot be done as isolated incidents; the value of EVERYONE sharing ideas must be woven into the very culture of the organization. Employees deserve the opportunity to share their ideas, to be engaged in their work, to be noticed in a positive way, and to contribute more value to the organization. It’s your responsibility, as a leader, to create a culture where employees can have a voice and thrive.

Overcoming fear

Georges St-Pierre explained, “For me, personally, when I’m afraid of something – when you’re afraid of something, normally you try to go away, you try to avoid it. Instead of avoiding it, to overcome your fear, I believe you need to embrace it.” As a leader, you need to set the example; show employees that you aren’t afraid to have the tough conversations, to be challenged or questioned, or to listen to things you don’t want to hear. Then encourage, instead of stifle, their voice. Help them to see that they can speak up without fear of confrontation or repercussions. Show them that you are there to listen without judgment or intimidation. Help them to overcome their fear so they can find their voice.

Creating community

Max Carver tells us, “Empathy is the starting point for creating a community and taking action. It’s the impetus for creating change.” When we find common ground, we can connect with others on a deeper level and we are able to empathize and understand where they are coming from. This allows us to feel that we are part of a community. Being part of a community enhances our willingness to communicate, collaborate, and support each other. As a leader, you must help create a sense of community where employees know they are part of something bigger than themselves and where they feel safe to share thoughts and ideas.

Give Employees a Voice

According to Margaret Heffernan, “For good ideas and true innovation, you need human interaction, conflict, argument, and debate.” If you want to improve employee satisfaction and the organization’s ability to innovate, give employees a voice. Encourage them to share ideas, help them overcome fear, and create a sense of community. When employees start sharing their thoughts and ideas, you may experience conflict, argument, and debate; you will also experience the building of relationships and the co-creation of great ideas.

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Communication, Culture, Employee Engagement, Leadership, Leadership Behaviors

Three Daily Behaviors for Effective Leadership

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“The secret of your success is determined by your daily agenda.” —John C. Maxwell

By Elizabeth Stincelli, DM

 

Daily Behaviors

Your ability to inspire and influence, as a leader, is tied directly to your daily behaviors. These behaviors need to be based on your core values and they need to support a strong, shared vision. Your leadership should never be about you; your focus every day should be on creating win-win situations where not only the organization wins, but employees win. If you can successfully create these situations, you also win as an effective leader.

The performance of any one individual is linked to the health of the culture as a whole, and culture grows out of your leadership behaviors. Your behaviors lead to effective leadership when you appreciate the value in the contribution of each individual and invest in helping your employees grow. Show your employees that you care about them as individuals on a daily basis. Serve as a coach and a cheerleader for your team. If you A.C.E. your daily behaviors you will become a more effective leader.

Acknowledge

Tim Ferriss explained, “For most people, happiness in life is a massive amount of achievement plus a massive amount of appreciation. And you need both of those things.” Your employees need to know that you care. They need to see that you recognize and appreciate that everyone has something of value to offer. Get to know your employees and make them feel valued on an individual level. Express sincere, specific appreciation. Acknowledge progress and potential by providing opportunities to gain further experience and knowledge; seek to promote from within when possible. Share the credit; acknowledge that you accomplish nothing alone.

Communicate

Louis V. Gerstner, Jr. said, “It’s about communication. It’s about honesty. It’s about treating people in the organization as deserving to know the facts. You don’t try to give them half the story. You don’t try to hide the story. You treat them as true equals and you communicate and you communicate and communicate.” As a leader, you must invest in relationships and building trust on a daily basis. You need to communicate your passion in a way that will connect others to your vision, mission, and current focus. You need to be transparent and share pertinent information so that employees not only have the information needed to do their jobs but also to feel they are an important part of a long-term vision and goal. Above all else, you must learn to be good at listening. When you listen, it shows your employees that you care. When they know you care, they put their trust in you and will give 100% to their work.

Engage

Rupert Murdoch believes, “In motivating people you’ve got to engage their minds and their hearts. I motivate people, I hope, by example- and perhaps by excitement, by having productive ideas to make others feel involved.” You must give your employees a reason to believe they are part of something bigger than themselves. On a daily basis you must show that you are confident in their abilities and interested in their input. Give them the opportunity to manage their own work. Provide an environment where it is safe for them to fail and learn the lessons that their mistakes have to offer. Encourage your employees to solve problems and make decisions; not because they have to, but because they want to. When you ignite passion and excitement for the vision they are contributing to reaching they will be engaged in their work and everyone will reap the benefits.

Effective Leadership

Effective leaders acknowledge, communicate with, and engage employees on a daily basis. They know that it’s not about them; it’s about those who follow them. They value the skills and knowledge that each employee brings to the table. They communicate ‘with’ not ‘to’ employees. They awaken excitement in working together towards a shared vision. A.C.E. your daily leadership behaviors; your ability to inspire and influence depends on it.

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Culture, Employee Engagement, Leadership, Leadership Behaviors, Organizational Culture

How Leadership Impacts Culture and Why it Matters

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“Research shows that the climate of an organization influences an individual’s contribution far more than the individual himself.” —W. Edwards Deming

By Elizabeth Stincelli, DM

 

How Leadership Impacts Culture

Culture is a set of values, behaviors, and habits that operate within the organization even when no one is looking. The culture of an organization is driven by what leaders value, how they behave, and what they communicate. Leadership ripples through the organization with either productive or devastating power. It can build or break down barriers; widen or bridge gaps. It can build others and inspire greatness or it can tear others down and cause them to disengage. Leadership either encourages collaboration and challenging the status quo or stifles teamwork and innovation.

Culture and inspiration grow from the vision, long-standing values, and behaviors of the leader. If the leader is seen as being selfless and authentic then followers are more likely to buy into their vision for the future. This type of leader inspires a trusting and consistent culture.

As a leader, employees watch how you behave to determine if you are authentic and deserving of support. You are always under observation; employees are taking their social and cultural cues from you. Are you transparent? Are you willing to share pertinent information about the organization including financial metrics and profit, operating plans, priorities, and the current focus? Are you supportive and encouraging? When you are transparent and share information employees feel secure, they feel like they are an important part of a team, and they want to be part of your vision. Your leadership has a direct and deep-seated impact on the culture of your organization.

Why it Matters

The top challenges facing organizations today are culture, engagement, and employee retention. Culture matters because it is the very fiber of the organization and determines how goals will be accomplished. The culture you create serves as the vehicle with which you get people working together towards accomplishing a shared vision. A dysfunctional culture hurts your bottom line; it results in decreased productivity and quality, increased employee absences, and higher turnover. The culture of your organization determines how employees feel about their work and themselves; when they feel good they invest 100% of themselves in their performance.

Your culture ultimately translates into your brand. What do you want your brand message to be? If you, as the leader, do not serve something greater than yourself, your employees will not follow. They may perform their tasks, but when their hearts are not in it productivity and engagement suffer. When productivity and engagement suffer, how your organization is perceived by clients, suppliers, and the community suffers. Your leadership isn’t about you; it’s about recognizing and bringing out the best in others while uniting teams under a common vision for the future. Are your employees engaged? The level of employee engagement is a good indication of the health of the culture in your organization.

Set your ego aside and take an honest assessment of your culture and the impact your behavior, as a leader, is having. Your culture will mimic the same tone, mission, and values as your leadership. You can’t fool yourself any longer; culture matters. Your culture tells everyone why your organization exists, where it is going, and how it will get there. Look around, you can see the culture in what your employees are saying about you and in the levels of positive energy or negative energy in your organization.

Take-Away

No one can know or do everything themselves, we all need the cooperation of others to succeed. Your leadership can transform the culture into one that is supportive and engaging or it can tear down the very fabric of cooperation and dedication. Are your employees engaged and excited to be part of your vision? What you value, how you behave, and what you communicate, as a leader, will create the culture of your organization. And, culture matters.

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Culture, Engagement, Leadership, Leadership Behaviors, Trust

Five Toxic Leadership Behaviors that Poison Culture

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“Live or die, but don’t poison everything.” —Anne Sexton

By Elizabeth Stincelli, DM

 

Leadership Behaviors

What you, as a leader, do everyday has a ripple effect throughout your organization. This ripple impacts the culture of the organization and determines how things are done and the level of performance you get from your employees. Are you, as a leader, nurturing or poisoning your culture? Do your behaviors give the impression that you are micromanaging everything? Are you communicating effectively? Are you so focused on what needs to be done that you forget why you are even doing it? Have you developed relationships built on mutual trust or are you fostering distrust? Are you tearing down silos in your organization or are you reinforcing them? Learn to recognize and avoid these five toxic leadership behaviors that poison culture.

Micromanagement

Kris Carr tells us, “Sometimes our need to control and micromanage everything erodes our confidence in ourselves and others. The truth: people are much more capable than we think.” Micromanagement is the result of a lack of trust and a need to feel in control. When you micromanage, you undermine you employees’ confidence in their own abilities and stifle any growth or progress they have the potential to make. Employees who are being micromanaged become frustrated and begin wasting time and resources rather than delivering exceptional performance. This type of work environment destroys morale and engagement and poisons culture. Help your employees develop their skills and gain the experience necessary to become the best they can be. Learn to trust their abilities and allow them to do their jobs. When employees feel respected and appreciated they will become more productive, more loyal, and more engaged.

Poor communication

Yehuda Berg said, “Words are singularly the most powerful force available to humanity. We can choose to use this force constructively with words of encouragement, or destructively using words of despair.” Communication is at the heart of how you, as a leader, achieve your goals. The way you communicate can create strong connections and inspire trust or it can destroy trust, morale, and engagement. Are you using your communication to build others up or to tear them down? Be transparent in your communication. You can’t know everything; ask questions, get clarification, and listen openly to the answers and suggestion your employees have to offer. Be collaborative, consider the perspective of others, and frame your communication to fit your audience. When your employees know there is open, two-way communication throughout the organization, they will be better informed and more inclined to share their knowledge and ideas.

Focusing on what instead of why

John F. Kennedy believed, “Efforts and courage are not enough without purpose and direction.” Are you focusing so much on what you do that you have forgotten why you are doing it? You can have a vision of the future that tells you where you are going but you and your employees need a purpose that tells you why you are going there. There is more to your purpose than the bottom line; it’s not just about money, it has to be about making a difference. As a leader, you must make your purpose come alive for those who follow you; focus on the impact you want to have on the world. Your employees want to know that their work has meaning, that they are part of something bigger than themselves, something that matters. If you want a resilient organization that can stand the test of time you need a strong culture; this culture must be based on why, not what. Does everyone know why the organization exists? Where it is going? How it is going to get there? What role they play?  Focus your energy on the why and allow your employees to help you figure out and implement the what that will get you there.

Lack of trust

Eric Hoffer explained, “Someone who thinks the world is always cheating him is right. He is missing that wonderful feeling of trust in someone or something.” The most important attribute you can develop as a leader is the ability to inspire trust. Without developing mutual trust you cannot lead effectively; your culture will suffer and your employees will never reach their full potential. You must create a safe space for discussion, debate, and collaborative problem-solving. Learn to welcome the challenges, criticism, and conflicting opinions that employees have to offer. Let them know that you always have their back. Show that you are authentic in all your dealings. The level of trust you develop in your organization will either add to your ability to influence others of subtract from your authority and poison your culture.

Us vs. them mentality

Sharon Salzberg said, “We can learn the art of fierce compassion – redefining strength, deconstructing isolation and renewing a sense of community, practicing letting go of rigid us-vs.-them thinking.” An us vs. them mentality divides your team, undermines your strength, and destroys your culture. You are a team; don’t let your position of authority lead you to believe you are better than anyone else. This mentality builds the silos that lead to ineffective collaboration, distrust, and a breakdown in communication. Be humble and recognize that none of you could do it on your own. Get rid of the us vs. them mentality and build trusting relationships and a sense of community throughout your organization.

Nurture Culture

What type of culture is your behavior as a leader developing? Have you developed your employees enough that you trust them to do their jobs without being micromanaged? Are your employees comfortable and even encouraged to challenge or question you? Does everyone in your organization know why they are doing what they do? Have you developed mutual trust throughout your organization? Do your employees work and collaborate as a cohesive team or have you allowed silos to be built? Pay attention to your behavior on a daily basis, I can guarantee that your employees are watching. Make sure you leadership behaviors are nurturing rather than poisoning your culture.

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Culture, Leadership, Motivation, Opportunity, Organizational Culture, Relationships

Developing Talent in Your Organization

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“One of my greatest talents is recognizing talent in others and giving them the forum to shine.” —Tory Burch

By Elizabeth Stincelli, DM

 

Developing Talent

When you dedicate time and resources to developing talent within your organization you make ordinary employees into extraordinary employees. Everyone benefits when employees develop their talents; productivity increases, quality improves, and morale strengthens. As a leader, you have to remember that the most outspoken voices are not always the wisest; you must give everyone the opportunity to be heard and contribute. Provide them with shared values and principles but don’t overwhelm them with extensive rules and then give them the opportunity to show what they can do. Develop their talents and then give them control over their own tasks and decision-making. So, where do you start?

Relationships

Angela Ahrendts said, “Everyone talks about building a relationship with your customer. I think you build one with your employees first.” Create a healthy, productive organizational culture and start building relationship based on trust and respect. You need to be your employees coach and loudest cheerleader. Hire great, hard-working individuals and then bring out the very best in them by developing relationships and investing your time and resources. Don’t keep secrets; demonstrate that you have trust and confidence in your employees by sharing information and communicating openly. Stop treating your employees like children; put your trust in them and you will build loyal relationships and a strong sense of community.

Motivation

Dwight D. Eisenhower told us, “Motivation is the art of getting people to do what you want them to do because they want to do it.” As a leader, you must recognize that each employee is unique, possessing different talents and motivated in different ways. Your employees possess knowledge, skills, and experience that they want to share with the organization. No one wants to be treated like a machine; show that you value their capabilities by helping them to further develop their talents and motivating them based on their individual preferences. When you invest in your employees on an individual level you will be amazed at how motivated your workforce will become. Lift and encourage them; provide support through both your words and actions.

Opportunity

Bob Feller believed, “Every day is a new opportunity. You can build on yesterday’s success or put its failures behind and start over again. That’s the way life is, with a new game every day, and that’s the way baseball is.” Let your employees know that there are opportunities available all around them. Let them know that you see their extraordinary potential and then give them the opportunity to reach that potential. Give employees the skills and resourced necessary and then let them tackle challenges on their own while providing a safe place to for them to fail. Give them the opportunity to become the best version of themselves, to learn from one another, to design how their work gets done, and to make decisions within guidelines.

Extraordinary Results

Wade Boggs explained, “A positive attitude causes a chain reaction of positive thoughts, events, and outcomes. It is a catalyst and it sparks extraordinary results.” Your employees want to be extraordinary. When you invest in them and provide opportunity you will be amazed how your culture, morale, and outcomes improve.  Your investment stands as proof that you value them on an individual basis, that you appreciate their contribution to the organization, and that you recognize and are excited about their potential. As your employees grow, so will your success. Develop the talent in your organization, invest your time and resources, provide opportunity, cheer your employees on, and you will achieve extraordinary results.

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Create Meaning, Culture, Inspiration, Leadership, Meaning, Motivation, Vision

Why is a Compelling Vision so Important?

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“Don’t underestimate the power of your vision to change the world. Whether that world is your office, your community, an industry, or a global movement, you need to have a core belief that what you contribute can fundamentally change the paradigm or way of thinking about problems.” —Leroy Hood

By Elizabeth Stincelli, DM

 

Vision

Your vision provides you with a description of the future that fulfills a deep hope within you. It clarifies where you want to go on an individual, team, and organizational level. Defining your vision helps you determine what skills, knowledge, tools, technologies, and abilities you will need to get from here to there. Having a compelling vision is not negotiable; it impacts the motivation, energy, and inspiration of yourself, your team, and your organization. As a leader, why should you promote a compelling vision in your organization and how can you do it?

Motivation

Les Brown believes, “Wanting something is not enough. You must hunger for it. Your motivation must be absolutely compelling in order to overcome the obstacles that will invariably come your way.” When employees’ lack a clear vision of where they are going, they often feel unmotivated and uncommitted; they feel their time and talent are going to waste. This is the perfect recipe for everyone to start working on their own agenda, and that is the perfect storm for your organization to fail to achieve the vision you have set. In order to keep everyone motivated, you must create a compelling, shared vision of the future where everyone wins.

Energy

Oprah Winfrey feels that, “Passion is energy. Feel the power that comes from focusing on what excites you.” When your employees have a clear and compelling vision, it unleashes the energy within them that will move them towards that vision. Help them to see what winning will look like and then link your vision to that picture. Tap into shared attitude, core values, and beliefs for the energy to keep moving forward and doing whatever it take to achieve your vision.

Inspiration

Ella Fitzgerald said, “Just don’t give up trying to do what you really want to do. Where there is love and inspiration, I don’t think you can go wrong.” When the vision for your organization fits into the values, ideas, and activities that inspire your employees they will be more committed, more productive, and more loyal. Inspire your employees by making your vision come alive for them; show them how important the role they play is in the big picture. Help them to envision how the future looks for them and inspire them with a deep sense of purpose. Reassure them that they are part of something meaningful, something greater than themselves.

Develop a Compelling Vision

If you don’t know where you are going, how will know what you need to get there? A compelling vision is important on an individual level and becomes even more essential as it spreads to teams, communities, and organizations. It is important for you, as a leader, to develop a vision so compelling that your employees can see, and even feel the opportunity that the future holds. Use your vision to motivate, energize, and inspire employees to work with you toward building that future.

 

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Accountability, Culture, Leadership, Organizational Culture

Barriers to Employee Accountability

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“Accountability breeds response-ability.” —Stephen Covey

By Elizabeth Stincelli, DM

 

What is Accountability?

Accountability seems to be this all-encompassing, nebulous word. Ask ten people what accountability means to them and you will get ten different answers. Accountability boils down to taking ownership of one’s own thoughts, words, actions, and reactions. You are not a victim in this world, don’t act like one; and don’t foster a culture of victim mentality in your organization. So, what are some of the barriers to accountability that you should be looking out for?

 Lack of commitment

Vince Lombardi believed, “Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work.” What is the level of commitment in your organization? Lack of accountability is directly related to a lack of commitment. So, how can you boost the commitment levels of your employees? Effective organizations have teams where everyone feels they have influence. When people feel like their voice is being heard, their investment in their work increases. Also, you must set and communicate a clear vision and direction so your employees know where you are going and what needs to be accomplished. How does each of your employees fit into your plan for success? The commitment level of your employees will drastically improve if they know the organization is going somewhere meaningful and that they are valued for their contribution to the overall success.

 Lack of ownership

Mary Barra explained, “What I always say is, ‘Do every job you’re in like you’re going to do it for the rest of your life, and demonstrate that ownership of it’.” Do your employees feel a sense of ownership of their work? One of the greatest barriers to accountability stems from how much control people feel they possess over their work. When employees are in control of the “what, when, and how” of a decision or action, their ownership and accountability skyrockets. When people feel that others are in control of how their work gets done, accountability decreases significantly. So, how can you increase the level of ownership your employees take of their work? Simply put, if you want people to be responsible you must clearly define the results you want them to deliver and then let them have control over how they deliver them.

Lack of resilience

Gever Tulley said, “Persistence and resilience only come from having been given the chance to work through difficult problems.” How confident are your employees in their ability to work through difficult problems? How often are they given the opportunity? Does your organization provide a safe environment where failure is understood to be part of the learning process? So, how can you increase the resiliency of your employees? Start by training not only for technical, but also problem-solving skills. Develop a culture that encourages communication, collaboration, and the constructive resolution of conflict. Provide a trusting, safe environment where employees won’t fear failure. Help your employees set realistic objectives and then provide the productive feedback and training necessary for them to build confidence in their ability of work through the problems and overcome the challenges they encounter.

Remove the Barriers

Brett Hoebel told us, “If I could give one tip for people – it’s not an exercise or nutrition regimen. It’s to walk your talk and believe in yourself, because at the end of the day, the dumbbell and diet don’t get you in shape. It’s your accountability to your word.” How can you remove the barriers to employee accountability? Start by modeling the behavior you want to see. Can your employees see that you are accountable to you word? Show your commitment, ownership, and resilience through your words and actions. Help employees set objectives that are realistic, give them control over their work, and then require them to account for their decisions and actions; not to instill fear, but to grow confidence and ability. Further instill accountability by giving employees the skills and control needed to respond to tough problems. And then, in the end, celebrate the victories.

 

 

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.