TanveerNaseer.com

Leadership Coach, Speaker, and Writer

Bringing Out The Best In Those You Lead

Image © Wharton Magazine

Image © Wharton Magazine

Of all the seasons of the year, summer is without question my favourite. From attending the various outdoor festivals that Montreal has become renowned for, to the annual summer vacation breaks with my family, there’s no question that summer is a time for renewal and rejuvenation.

Of course, renewal and rejuvenation is something that summer has also brought to my garden which, after several years of trying to grow various flowers and shrubs, is finally the kind of garden I had hoped to grow since we moved into our house many years ago.

The process of testing out what plants work best where, which ones failed and why, and how to replicate the past season’s growth successes brought to mind parallels in how organizations and their leaders also have to learn to adapt and evolve in light of changing conditions in order to successfully achieve their shared purpose.

To that end, I’d like to share these three steps leaders should take to bring out the best in their employees in order to drive the collective success of their organization.

1. Connect the changes you make with the vision you have for your organization
When I first started to build our garden, one of the things I had to learn along the way was adapting my vision for what I wanted to grow with the reality of what grew best in my garden. In some areas, low-light plants were needed; in others, pest resistant plants were the best to grow.

Naturally, this lead to a lot of trial-and-error in choosing plants for the garden, which also meant a lot of money wasted in those first years. As a gardener, I was willing to accept these losses, but for my wife whose not a gardener, this was money that could’ve been spent on other areas of the house.

After a few summers of some successes and more failures, my wife was understandably getting frustrated with the amount of money being wasted on plants that lasted for a few short weeks. As much as she wanted to make improvements to beautify our home, she began to feel our money would be better suited to other measures.

In order to get her on board with my vision for what I wanted to create around our home, I realized I needed to invest in more of the plants that were doing well to help her see how buying similar types would ensure repeated success going forward.

Sure enough, in time as our gardens began to fill year after year with the blooms of different varieties of the same kind of plants, she began to understand what I was trying to create, and she became more willing to accept the purchase of different plants that would accentuate the others.

Similarly, when looking at implementing changes in your organization, it’s important to Click here to continue reading »”Bringing Out The Best In Those You Lead”

2 Techniques That Transform Leadership Communication

Transforming-leadership-communication

The following is a guest piece by Dr. Alan Zimmerman.

It was the most memorable line in the movie Cool Hand Luke. When the prisoners wouldn’t listen, the prison guard uttered that ominous line: “What we have here is a failure to communicate.”

In a similar sense, almost every employee survey complains about a “lack of communication.” Perhaps you work in one of those places.

The good news is: there are two communication makeups that can fix that. One that deals with the quantity of your communication. The other addresses the quality of your communication.

Makeup #1: DNDT Increases The Quantity Of Your Communication

As I speak to various corporate groups, one of the most frequent complaints I hear is “We’re so busy we don’t have time to talk to each other. We’re so focused on our own individual silos that we don’t really know what the other people in our company are doing.”

If that sounds like you, it’s time to implement DNDT or Do Not Disturb Times. Follow these guidelines. Click here to continue reading »”2 Techniques That Transform Leadership Communication”

A Lesson On Bringing Out The Best In Those You Lead

Bringing-out-best-in-our-employees

Over the past few weeks, I’ve been writing about the various characteristics and perspectives leaders need to have to be successful in bringing out the best in those they lead. Sharing some of these insights has brought to mind a question I was asked recently following one of my presentations on leadership.

The question I was asked revolved around how can a leader encourage those under their care to challenge their assumptions of what they’re capable of in order to help them to grow and evolve into stronger contributors to their organization’s vision.

I decided to answer this question by sharing a personal example of a leader I worked with who not only inspired me to dream bigger, but who encouraged me to challenge how I viewed myself and the contributions I could make.

Given the positive response I got from the other audience members, I decided this would be a good story to share with my readers to continue our discussion on how we can bring out the best in those we lead, especially in the face of the growing demands and distractions we face every day at work.

Dan was the president of a biotechnology company where I served in my first middle management role. Now, the interesting thing about Dan is that when you first meet him, he can seem a bit intimidating, not only because he’s quite tall (I’m sure he was a star player on his high school’s basketball team), but because he had this air of quiet confidence and assuredness about him.

And yet, when you talk with him, he had this way about him that made you feel quickly at ease around him, where you no longer saw him as the top dog in the organization, but as someone who was there to help you out if he can.

One of my fondest memories of working with Dan revolves around the numerous one-on-one meetings I had with him in his office. Whenever he saw me waiting outside his corner office near the secretary’s desk, he’d greet me with a warm smile and invite me to take a seat next to his desk.

What was interesting about these meetings was how Click here to continue reading »”A Lesson On Bringing Out The Best In Those You Lead”

Building Emotional Competencies In Our Leadership

Building-emotional-competencies-in-leadership

Over the past decade or so, there have been numerous studies and books that have helped us to better appreciate the emotional nature of successful leadership, a fact that has helped to bring about a transformation in leadership attitudes from the old command-and-control approach to one that’s more outward-focused and collaborative.

Unfortunately, while we’ve become more aware about the importance of emotional intelligence in today’s leadership, the truth is many of us continue to grapple with this issue and in the past few years, it has only become worse thanks to the changing realities of leading in today’s faster-paced, 24/7 work environment.

It’s an issue that I’ve addressed in some of the talks I’ve given this year, where I discussed the challenge leaders face of how to balance the increasing pull to simply get things done against that critical need to build and nurture a workplace environment that brings out the best in those they lead.

The necessity and importance of addressing this balancing act can be best appreciated when we consider the findings of a recent American Management Association (AMA) study which found that stress in the workplace is fast becoming the most critical issue organizations face today, with more than 50% of the study’s respondents stating that their organization suffers from above-average stress levels.

The major challenge this workplace issue presents comes from the fact that our ability to address workplace stress depends not on our technical capabilities, but on the emotional competencies we bring to our leadership.

After all, creating an environment where employees thrive is an emotional construct, not a technical one [Twitter-logo-smallShare on Twitter].

It’s also why in today’s current workplace environment, where all of us are being bombarded with increasing demands on our time and attention, we can’t afford to let what gets our attention to determine what we focus on and where we put most of our efforts. Rather, what we need to do is build our emotional competencies to ensure that we are promoting an organizational culture that ensures our collective success, growth, and evolution.

So how can we build our emotional competencies in order to be more successful in guiding our employees towards achieving our vision or shared purpose?

The first critical step we need to take is Click here to continue reading »”Building Emotional Competencies In Our Leadership”

What’s The Truth About Your Leadership?

The-truth-about-your-leadership

In my previous piece, I looked at an underlying theme found among the numerous issues leaders in every industry face today and what this tells us about how we can be more successful in bringing out the best in those we lead.

The enthusiastic reaction to the ideas I shared in that article got me thinking about the other piece of this puzzle. Namely, that in addition to our responsibility to protect those we lead to do the work they’re meant to do, we also need to have a keen self-awareness regarding how much truth there is in our leadership.

In other words, how much of our focus is on what our employees require from us to be successful in their efforts, as opposed to those things that demand on our attention, often because they impact us directly?

One can appreciate the importance of this question by looking at the failures of leaders like former BP CEO Tony Hayward, who during the 2010 Gulf of Mexico oil spill voiced his frustration with all the media attention on this environmental disaster by saying how he just ‘wanted to get his life back’.

Or when Chip Wilson, founder of athletics apparel company Lululemon, responded to complaints that his company’s yoga pants appeared see-through on some women by putting the blame on a segment of his customer base, arguing that his product wasn’t meant for women with certain body types.

In these and every other example of failed leadership that’s happened over the past decade, what we find glaringly absent is a lack of truth about their leadership. And by this, I’m not just referring to whether they were being honest regarding the problems their organization had to publicly grapple with.

Rather, what this lack of truth in their leadership pertains to is how Click here to continue reading »”What’s The Truth About Your Leadership?”

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