Tanveer Naseer

Leadership Coach, Speaker, and Writer

A Year-End Note Of Inspiration To Keep Pushing Ahead

An end-of-year note to inspire leaders to challenge their outlook for how they will empower the best in those they lead.

With the end of one year and the beginning of a new one now upon us, the typical response for many of us is to reflect on what’s transpired over these past 12 months, while at the same time looking ahead in anticipation of what’s to come in the new year.

In the case of 2016, there seems to be a common consensus that this was a particularly bad year which many are glad to see come to an end. For some, this sentiment is borne from the loss of certain musicians, actors, and artists over the past 12 months, while for others, this feeling stems from the results of various political elections and referendums held around the world.

Of course, what is interesting about these negative impressions regarding this year is that the outcomes that many use to define 2016 as being a particularly ‘bad year’ have yet to be felt. It’s only in the months ahead that we’ll appreciate how there won’t be any new performances or new creative works from the musicians, actors and other creative types who passed away in 2016.

And while the voting process for Brexit and the US presidential election was held this year, the real consequences and impact of those choices won’t be truly felt or understood until well into 2017 and beyond. In other words, the ending of 2016 marks only the beginning for the UK and the US – along with the rest of the world – as to what their choices will give rise to in terms of what the future will hold for their respective countries.

And yet, this hasn’t stopped many from looking at these events in isolation; as a reflection of what this year represents, as opposed to what they might give rise to in the months and years ahead.

This disparity between an event and its long-term repercussions provides an important reminder for leaders everywhere, of the difference between how we might see things in our organization and how our employees experience them.

Consider, for example, when your organization experiences a loss or failure like when your organization loses a key contract to a competitor despite your team’s efforts, or when a new product/service that’s been championed to be your organization’s next great accomplishment fails to deliver on that promise.

In those moments, it’s only natural that the prevailing mood in your organization will be gloomy – that your employees will feel discouraged, possibly even disillusioned because they believed in their potential to succeed.

It’s in these moments where our leadership is needed most – not simply to Click here to continue reading »”A Year-End Note Of Inspiration To Keep Pushing Ahead”

Does Your Leadership Bring Out The Best In Those You Lead?

The findings of a recent global study reveal some important points for leaders on how to ensure they are creating a workplace environment that brings out the best in their employees.

Over the past few weeks, there’s been a noticeable uptick in leadership and management articles focusing on the topic of how leaders can ensure that they are providing a ‘safe’ environment for all of their employees. There’s little doubt that the rising interest in this topic is in response to the outcome of the recent presidential election in the United States.

While it’s unfortunate that we even have to consider or discuss such issues in today’s organizations, it does serve as a potent reminder of an even larger issue that affects all employees, and not just those who belong to a particular minority group. And that is, what kind of organizational climate are you helping or enabling to take root within your organization?

Now, to be clear, I’m not simply referring to whether you have a toxic workplace environment within your company’s walls. Rather, this is about whether you’re creating conditions where people are driven to bring their full selves to the work they do, or whether your employees are simply doing what’s expected of them. That they are simply reacting to what they see going on around them, instead of being proactive in finding ways to ensure your collective success in achieving your long term goals.

The reason why leaders need to be concerned about this issue as we begin to shift our focus to the new year ahead can be found in the findings of a recent survey done by Dale Carnegie Training, where they interviewed over 3 300 full-time employees in 14 countries, including Canada, United States, and the United Kingdom.

Through their survey, the researchers found that 44% of employees worldwide said that they will be looking for a new job in 2017 (in the US alone, 26% of employees said they’d be looking for a new job in the next 12 months, while 15% said they’re already actively looking for a new place to work).

To put this another way, what this means is that almost half of your workforce is at risk of looking for a new job in 2017, a troubling statistic to be sure. Of course, I’m sure many leaders will try to reassure themselves by pointing to the current job market in their industry; of how there are fewer better options out there that might convince some of their employees to jump ship.

But what we really need to take note of here is not whether 40% of our employees might leave our organization in 2017. Rather, the critical message here is the implications of having almost half of your employees thinking about looking for work elsewhere. Namely, that while these employees are doing the work that’s been assigned to them, they’re not fully committed to giving their best efforts towards helping you to achieve your vision or shared purpose.

And frankly, the truth is leadership is not about enabling people to meet expectations, but empowering them to exceed them [Twitter-logo-smallShare on Twitter].

Again, going back to this Dale Carnegie Training study, the researchers reported that “effective leaders develop themselves and create a safe environment that fosters their employees’ capacity to grow”, as almost 80% of employees worldwide have stated that a key motivating factor is having a leader who “encourages me and makes me believe in my ability to improve” instead of simply being “satisfied with competence”.

Not surprisingly, this study also found that one of the things employees want to see their leaders provide more of is Click here to continue reading »”Does Your Leadership Bring Out The Best In Those You Lead?”

Is Your Leadership Based On Influence Or Authority?

A look at authority and influence in leadership and why one of these is more critical than the other to succeed at leadership in today's organizations.

With a complex endeavour such as leadership, it’s only natural that there be different schools of thought and perspectives on what would be the best way to lead your team and organization forward. Of course, while there might be different approaches to leadership, there are still a few binary aspects to how we approach the role of leader in today’s organizations.

One example is the choice between the command-and-control style of leadership and one that’s more collaborative and inclusive in how we rally people around a common cause or goal. While most of us have come to appreciate the limitations and inefficiencies that come with a top-down style of leadership, one binary approach to leadership that’s not so clear is the one where we choose either to rely on our authority or on our influence to guide our team or organization.

Now to be clear, leaders by default do operate with some form of authority, usually as a result of their position within their organization. Where problems arise is when we think that all a person needs to lead others is a sense of authority without any consideration for the impact our actions have on those we have the responsibility to lead.

To help illustrate what I mean by this, I’d like to share the example of two people I worked with during my clinical-work days at the Royal Victoria Hospital in Montreal.

Irene was a member of the nurses team that the doctors and my fellow clinicians collaborated with in our work treating the various patients that came to our hospital-based clinic. Although this team of nurses didn’t have a head nurse, Irene liked to think of herself as being the head nurse and certainly liked to act like she had that weight to throw around in her interactions with both fellow staff and patients.

Now while there was no question that Irene was a competent and caring nurse, it was clear talking to her fellow nurses that if a head nurse job were to be created and Irene were to get it, the nurses would be lining up at the HR department with requests to transfer to another department.

The problem Irene had is that while she was certainly technically competent as a nurse, she had little to no influence in terms of people wanting to follow her advice and suggestions.

In fact, it was so bad that there were a few occasions where I saw Irene give some unsolicited advice about a particular case and her fellow nurses would outright ignore her. And if you asked the other nurses why they’d behave that way, they’d tell you about how they didn’t want to make Irene’s ego any bigger than it already was.

Now compare Irene’s example to Helen, another nurse who worked at this clinic. Helen was the nurse who everyone went to if they needed help with a particular problem or if you just needed a friendly ear to vent to about some difficult patient.

Helen was just as competent and caring a nurse as Irene, but the difference between these two professionals was that Helen made it all about the patient, while Irene was more interested in finding opportunities to showcase herself and her abilities.

While both nurses had the same level of authority in how they performed their jobs, time and time again when patients returned, it was Helen who received the most requests from patients to have her working on their case.

Now the reason why I wanted to use nurses who lack formal leadership titles to discuss this issue is in part because it’s a common adage that in today’s modern workplaces, anybody can be a leader; that we don’t need a title to wield influence within our team and organization.

But perhaps more importantly, Irene and Helen’s example also helps to illustrate a key finding from recent neuroscience studies that offer an important reality check for how effective we are in bringing out the best in those we lead.

Researchers have found that the relationship between Click here to continue reading »”Is Your Leadership Based On Influence Or Authority?”

Do Your Organization’s Values Reflect What It Stands For?

The recent scandal at Wells Fargo provides a unique backdrop to discuss the role organizational values should be playing in today's leadership.

Over the past several months, there has been a growing discussion and even discord in various parts of the world over the issue of reasserting what our values are as a society and country.

From the various debates in European countries about the sociological impact of rising refugee populations, to the polarizing political climate brewing within the current US election period, there’s been a growing unrest in certain countries to ‘protect their country’s values’ in light of changing demographics and the growing interdependence brought on by today’s global economy.

Ironically, in almost every one of these discussions regarding the importance of protecting a society’s or country’s values, there’s a noticeable absence of clarity about which values exactly are in need of protection, or are currently at risk of being washed away by the arrival of immigrants and refugees on their country’s proverbial shores (in most cases, when certain values are pointed out as being at risk, they tend to be those that are already enshrined in a country’s laws or are deeply entrenched in existing cultural norms).

That lack of clarity about what values these countries need to protect reflects a current affliction impacting many of today’s organizations. Specifically, of how the values an organization uses to define who they are and what they’re all about tend to be contradicted by the decisions and choices their leaders make regarding the best way to achieve their short term goals.

Consider, for example, Wells Fargo, the latest US financial organization to get caught up in a major scandal and subsequent public relations disaster. An examination of the text found on their company’s webpage simply titled “Our Values” reveals this telling statement:

“All team members should know our values so well that if our policy manuals didn’t exist, we would still make decisions based on our common understanding of our culture and what we stand for. … If we had to choose, we’d rather have a team member who lives by our values than one who just memorizes them.”

And then further down on this same page, Wells Fargo identifies “ethics” and “what’s right for our customers” as being among those values that they expect all of their employees to recognize and abide by in how they perform their duties within their organization.

Now, considering the recent revelation that this financial institution had created almost 2 million fraudulent bank and credit card accounts in order to increase fees they charged to their existing client base, it’s not surprising that this company has lost the confidence and trust of both their customer base and the public at large. The fact that their actions blatantly contradict the very values they espouse to hold dear only makes the hole in which they’ve dug themselves into even deeper and harder to get out of.

But the larger issue this situation exposes for other organizations is whether Click here to continue reading »”Do Your Organization’s Values Reflect What It Stands For?”

A Lesson On How Successful People Achieve Their Goals

A simple exercise from Warren Buffett reveals a powerful lesson on how leaders can help their employees to successfully achieve their goals.

For many of us, the month of September presents the perfect opportunity to look back on the goals we set out for ourselves earlier this year and to assess how well we are doing in achieving those goals and more specifically, what should we be doing from this point forward to ensure that we successfully attain them.

But if we truly want to feel successful in what we do, there’s another question we should be asking ourselves: are we focusing on those goals that really matter? Are we putting our best efforts and initiatives towards measures that will help us to live the life we were meant to live?

To help illustrate what I mean by this, I’d like to share this story about a conversation between Warren Buffett – one of the most successful people in the world today – and his pilot, and how a simple exercise helped his employee to appreciate how to focus on what matters.

For 10 years, Mike Flint had served as the personal airplane pilot for Warren Buffett. One day Buffett goes up to his pilot and tells him “the fact that you’re still working for me tells me I’m not doing my job. You should be out there going after more of your goals and dreams”.

So Buffett asked Mike to write down a list of the 25 goals Mike wanted to accomplish over the course of his career, whether it be something Mike wanted to do in the next few years or sometime down the road.

After Mike created his list, Buffett then asked Mike to review his list of 25 goals and to circle the top 5 most important goals; the things that more than anything Mike wanted to know he’d achieve in his lifetime.

Not surprisingly, Mike admitted to Buffett that this was hard to do because he really wanted to achieve all of these 25 goals he’d written out in his list. But Buffett was adamant that Mike draw a circle around what he would consider to be his 5 most important goals from this list of 25 goals, and to write these down in a new list of his 5 most important goals.

So after much time and effort, Mike was able to pick out 5 goals from his original list and he found himself looking at two different lists – one that had what he chose as his 5 most important goals and another one which had the other 20 goals that Mike wanted to achieve.

At this point, Mike understood that he should start working on achieving those 5 goals in his important goal list and he told Buffett that he would start working on those right away.

Buffett then asked Mike about his second list with those 20 other goals and asked him what was he going to do about those goals.

Mike told Buffett that while they are not on his most important list of goals, they were things he still wanted to achieve and so he planned on working on those other goals when he had the time to do so. As Mike told Buffett, “they are not as urgent, but I still plan to give them a dedicated effort”.

Buffett then gave Mike a stern look and told him that he got it wrong. He went on to tell Mike how Click here to continue reading »”A Lesson On How Successful People Achieve Their Goals”

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