Yes, you read that title right…I wrote this blog on my vacation!  No, I did not bring a computer or a pad of paper and pencil  – I  designed it in my head as I walked around London, had my morning coffee, toured historical sites, and had lively discussions over dinner.  Some people think in the car, at the pool, or even in the shower.  I do my best thinking when I get out of my regular routine – as I take off on the runway and know that I am about to embark on an adventure…a sense of excitement about the possibilities comes over me.  I don’t have to be “on” for anyone,  live by my calendar, pore over spreadsheets, or jump on Zoom meetings.  I love my work, but there is still a sense of freedom!

We saved our American Airlines and Marriott points this year and took the family to London.  Some of us had visited before, and some hadn’t.  We stayed for ten days and had a fantastic time.  So much of what we saw was historical from Churchill’s War Room to The Tower of London. So what exactly did I think about during this vacation?  It was random musings on leadership, of course, since that is what I live and breathe every day. I distilled it into three concepts that are easy to understand but hard to practice.  If you take on the challenge of these disciplines, your leadership could be greatly enhanced.  All of this being said with the awareness that we are all naturally good at many things and have developmental opportunities in other areas…so a lot of grace for all of us as I push our thinking!

3 Strategies to Accelerate Your Leadership Capabilities

1.  Protect Your White Space.
So back to my vacation…Every morning I would get up and walk around the Chelsea neighborhood we were staying in.  I would get a coffee, do a little reading, people-watch, and daydream.  I always get lost in my thoughts during this precious time, and time can escape me if I’m not careful. I do my best thinking during this time to myself – using both the creative and strategic sides of my brain is a gift I am always thankful for.  Free time or “white space” to relax or enjoy an activity will give you that opportunity.

A sense of being lost in activity is what Mihaly Csikszentmihalyi, a guru in the motivational psychology world, calls “flow”.  If you’ve ever heard someone describe a time when their performance excelled and used the term “in the zone”, then they are experiencing flow. It occurs when you concentrate completely on the task, your “work” is effortless, you get clarity in thought, and time seems to stand still.  I would give myself a B on this one – always working on making that space.  How about you?

Leadership Challenge:  What activity (or non-activity) can you integrate into your week that allows you to have some white space allowing free-flowing ideas that will positively impact both your creative and strategic thinking?  Can you eek out even 30 minutes a week to be by yourself, in nature, or do something you enjoy to free up your brain?

2. Be The Rock During the Storm.
 On June 4, 1940, the future of Great Britain seemed to hang in the balance. Nazi tyranny had spread to Western Europe, and bombing campaigns were becoming more widespread.  “We shall defend our island, whatever the cost may be,” Prime Minister Winston Churchill urged his fellow countrymen. “We shall fight on the beaches, and we shall fight on the landing grounds, we shall fight in the fields and the streets, we shall fight in the hills; we shall never surrender.”

Though our leadership stakes are far different than Churchill’s, the notion of being resilient and never relenting inevitably appears in various aspects of our lives.  Leadership can be lonely.  It can feel like you get one problem solved and another pops up.  I know sometimes I feel strong in those challenges and other days I can feel defeated and want to give up.  But, you are that person in the organization that people look to for guidance.  You have influence and what we know from research is that people want a steady hand.  How do you do in this area?  Anything you need to improve?

Leadership Challenge:  Resilience isn’t just about getting through tough times; it’s about returning stronger and wiser.  Is there someone you can do a post-action debrief with and have an objective view of what you might do differently next time?  Are there strengths you need to leverage or your reactions that need to be managed?

3.  Aspire To Be Known As a Benevolent Leader.
During this trip to the UK, it struck me how important Queen Elizabeth was to this country.  She never wanted to be queen, but she gave her desired life of living with her horses and dogs in the country to serve Great Britain.  She knew her needs should be overshadowed by the subjects she was charged with loving and protecting.  There is an important message for leaders here. Be a benevolent leader.

Benevolent leaders stay above the fray.  They see the big picture.  They know what is happening around them and have grace for others.  They take very seriously the welfare of those in their charge.  They ask what it will take to create a better environment for themselves and those around them.  A benevolent leader is pragmatic, has a generosity of spirit, and always looks to create a sustainable future for all stakeholders.  I am constantly looking to improve this – I’m not there yet.  Dig deep…how are you doing?

Leadership Challenge: Listen to and observe those leaders that you find inspiring.  What is it that most resonate with you?  Choose one behavior they have and try it out in your leadership journey.  Remember, it is not a full makeover…just a small tweak that will make a  difference in your leadership, making an even bigger difference in your culture.

This week choose the one of these three that you know is a challenge for you and try out a few new behaviors…then let us know what kind of change it has made for you and your team.  Good luck and have a great week!

Do me a favor and Google yourself. Seriously. Right now– Google your first and last name. What comes up? What is the first thing people see when they look you up online? This is your digital footprint. When people Google you – is it clear who you are, what you do, what your values are? If you’re happy with the results, keep up the great work and continue posting! If not- it’s time to start thinking about your personal leadership brand! In today’s evolving world, where technology continues to expand its reach, establishing a personal brand has become more crucial than ever. With the rise of artificial intelligence (AI) and the pervasive influence of social networking platforms, the digital landscape is constantly shifting and it seems like every other day there is a new platform to navigate.

Just this week Instagram released “Threads” in an attempt to compete with Twitter. Threads allows Instagram users to connect with their online communities through text conversations. But your personal brand doesn’t mean downloading every single new app or posting each hour. It’s about making sure people know who you are and what you stand for.  Getting the word out about you and your company is crucial.

Now, you might be asking, why are we talking about Your Brand?  We aren’t a marketing company, but when we work with clients we look at the whole person.  And we strongly believe that a part of that is your Presence.  Whether it is Executive Presence or Leadership Presence Online Presence.  It all says something about you whether you are an entrepreneur, business owner, or leader.

Shaping your online presence, connecting with others, and standing out amidst the ever-changing tech landscape are vital aspects of personal branding. Your digital footprint, which is how you and your business show up online, plays a significant role in shaping perceptions when someone Googles you. It’s crucial to ensure that people know who you are, what you do, and what value you bring.  For me, as a business owner, when I am recruiting I look at a candidate’s online profile.  If they don’t have a profile then it really gives me pause.  It really does matter!

Here are the top four things to consider as you build your online presence and personal brand:

1. Defining Your Leadership Brand: This is the foundation of your personal brand. Clarifying your values, strengths, and unique selling points will help you establish a clear and compelling brand identity. Without a well-defined brand, it becomes challenging to differentiate yourself from competitors and create a consistent online presence.
2. Providing Value Through Content: Creating and sharing high-quality content is essential for building credibility, showcasing expertise, and engaging your audience. Valuable content helps you establish yourself as a thought leader in your field and attracts and retains your target audience. It’s an effective way to demonstrate your expertise, solve problems, and build trust with your audience.
3. Using Your Passion: When you decide what to write about on LinkedIn, or speak about to the people you lead, find the topics that you are really passionate about – the ones you literally can’t not speak about. Passion is so important when creating a leadership brand because it’s contagious.  Don’t focus on who’s going to follow you or how what you say is going to land. Just focus on how what you’re saying lands with you. It needs to be true to you, otherwise it will fall flat.
4. Engage and Interact: Actively engaging with your audience is crucial for building relationships and fostering community around your personal brand. Responding to comments, messages, and social media interactions show that you value your audience and are willing to engage with them. Genuine interactions help create a loyal following and increase brand loyalty.

These four points form the core of a strong personal brand: having a clear brand identity, providing value through content, and actively engaging with your audience. By focusing on these aspects, you can establish a compelling and distinct online presence that helps you stand out among your competitors.

Above all else, the most important key to building your personal brand is authenticity. Authenticity is the cornerstone of building your personal brand. Stay true to yourself, your audience, your customers, and your company’s mission and values. Focus on putting out useful and memorable content that aligns with your values and helps showcase the type of business leader you are. It’s not about chasing every trend but staying true to what matters to your personal brand.

One leader who exemplifies success is the entrepreneur Gary Vee. Known as a social media powerhouse and the founder of VaynerMedia, Gary Vee has mastered the art of building a powerful personal brand. His expertise and insights on personal branding are invaluable. I highly recommend checking out this video: How To Start A POWERFUL Personal Brand In 2023 – Gary Vaynerchuk Motivation where he dives into the profound impact and the  building of your personal brand. By learning from industry leaders like Gary Vee, we can gain valuable knowledge and inspiration to elevate our own personal brand and make a lasting impact in the digital landscape.

If you’re unsure where to start, I recently partnered with talented individuals to conduct an audit of Steople’s online presence, including our website and social media content. I highly encourage you to consider doing something similar to gain valuable insights. If you need recommendations, I’d be happy to share their names with you. Building a strong personal brand takes time and effort, but with the right strategy and authenticity, you can differentiate yourself in the competitive online landscape. Now go update your LinkedIn and start connecting!

Over the last couple of years, I have been awed by the dominance of the University of Oklahoma women’s softball team.  As many of you know, I’ve been a huge college football fan since I was a kid, but with recent changes such as the player portal (giving players the ability to easily transfer to another school) and the NIL rules (allowing players to get paid for their Name, Image, and Likeness) it just doesn’t feel the same.  It feels like college football went from selfless teams with individuals you felt were like family members to feeling disconnected from the “team” concept and uninspired by some of the “what’s in it for me” stories coming out about the players.   Super disappointing to millions of us fans.  There is definitely a gravitational pull to finding sports that feels a little more authentic and inspiring…

But, hold on, this blog is not able college football, it is actually about leadership and building a high-performing team.  Research tells us that, at best, 20% of leadership teams are high performing. It also tells us that at least 50% of teams in organizations are underperforming.  So, of course, one of the best routes to success a leader can take is being able to build an effective team.  A high-performing team can be a game-changer for any company as it can significantly impact productivity, engagement, innovation, and profitability.  So, today I am going to introduce you to the  OU Women’s Softball program (if you don’t already know of them) and understand what nuggets of wisdom we can glean from the leader of that team to use in your own leadership journey.

The Background
When Patty Gasso first arrived in Norman, Oklahoma in 1995, she was overwhelmed.  After five years at Long Beach City College, this Californian was hired to take over Oklahoma’s softball program. While the work was the same, the grind and heightened workload of being a Division I coach left Gasso feeling underwater. “I thought going from junior college to Division I was kind of the natural step, but I found out it is absolutely not a natural step,” Gasso said. “The workload, the stress factor, the recruiting, everything is magnified by 1,000. And I didn’t know what to expect, but I didn’t expect it to be as tough as it was.”

Back in those days, before OU softball called their current Marita Hynes Field home, it had Reaves Park.  Don’t be fooled by the name. Reaves Park stretches from Timberdell Road to Constitution Street, just east of Jenkins Avenue, in Norman but was no mecca for softball. Yes, it’s where OU played its home games and even hosted postseason events before its current stadium opened in 1998.

But it’s quite literally a park. Home to family picnics, youth sports leagues, and the city’s annual Medieval Fair, Reaves Park provided humble beginnings to the Gasso era. OU’s dugout wasn’t big enough to hold its entire team, forcing a few players to sit on nearby wooden benches, meant for spectators. Recruiting was tough.  Team activities often included picking up trash, such as beer cans from the adult baseball and softball leagues that shared the venue, often before and after practice and games. Games, mind you, that the team could hardly charge fans money to attend, because, well, there weren’t exactly gates to keep anyone out.  And, worst of all, no excitement for the sport.

Today’s Reality
Fast forward to what Gasso’s Sooners have done since those early days.  It is dynastic. They’ve won six national titles in the past decade, starting with the 2013 championship, and continuing their latest last week. So, what exactly does this leader do to create such extraordinary results?  Here are three of the most relevant lessons from Gasso:

1. Surround Yourself with Great People
Gasso learned in her early years that the rigor of being a Division I coach could not be taken on by one person alone —  it required an elite staff working together.  The ability to craft a staff that’s able to execute her vision has been crucial in maintaining success.  “It’s about trusting your assistant, trusting your staff, appreciating your staff so that they’ll work for you,” Gasso said. “And when I first was here, I was trying to do everything myself, and that’s part of why I was so underwater. When I started to bring in coaches and give them bigger responsibilities that allowed me to oversee things versus trying to control everything, which was not working well for me.”

Gasso cultivates that trust in her staff by keeping those duties in the family of OU softball, and sometimes even within the Gasso family.  All of Gasso’s assistants in 2019 had some connection to the program before being hired as coaches. Her oldest son JT is an assistant, and her youngest son DJ is a graduate assistant. Associate head coach Jennifer Rocha played at Oklahoma from 1996 to 1998 and was a graduate assistant from 1999 to 2001 and Gasso hired five recent former players as assistants this season.  That’s no accident. Gasso intentionally and proactively hires people who have seen her coaching style —  a unique combination of tough love, compassion, and life lessons — up close and personal.

Business Questions:  Are you surrounding yourself with the best talent?  Do you trust people on your team?  Is there diversity on your team?  Are team members loyal to one another? Do you feel people on your team are competent and do what they say they will do?  Are people motivated and passionate about what you are trying to accomplish?

2. Evolution is Necessary for Survival
Gasso has evolved over time as a leader and attributes that change to part of the formula for success.  “When I got here, I wasn’t a player’s coach,” Gasso said. “I pushed, pushed, pushed. I was a discipline coach. I didn’t let players get away with a lot of things. I just ran a very tight ship.”

Kelli Braitsch, a freshman on Gasso’s first national championship team, knows that version of Gasso well. Following an expo tournament at Reaves Park, Braitsch and her mother, Judy, met with Gasso, who was still recruiting her at the time. Judy Braitsch inquired what position Gasso envisioned her daughter playing at the next level and received an answer her daughter can’t forget. “Coach Gasso looked directly at me,” Kelli Braitsch said, “even though my mom asked the question, and she said, ‘Kelli will play whatever position she earns.”  Braitsch now admits “In the end, I earned the spot that I deserved and that is one thing that I love and respect still to this day about Coach Gasso. She doesn’t care who you are, she doesn’t care what stats you had the year before or what you did in high school or whatever. Who cares that you’re an All-American one season, because the next season, you could be the worst player on the team.”

Gasso saw a need to change. She didn’t want to compromise her authenticity, but she understood coaching the way she did in the late 1990s wasn’t the way her program would sustain. “I knew that there was a generation change happening, and I knew that my style was not going to fit them,” Gasso said. “That’s when I knew I had to meet my players halfway. ”  Yep, she had to tweak her style to fit new circumstances.

During this time, Gasso naturally became the coach recruits wanted to talk to — a stark contrast from when Gasso was first cutting her teeth in big-time college softball, doing all she could to convince players to come to Norman at a time when softball championships ran through UCLA and Arizona.  Perhaps as important to anything she’s done as a coach, Gasso has learned how to uphold her lofty standards, while also building those meaningful bonds with her players and staff.  “The goals from my side are to make them understand that, win or lose, you’re loved, you’re appreciated and you’re fabulous.”  Players matter to this coach.

Business Questions: Do you emphasize the results AND the relationship?  Are the “goalposts” established so people know how to succeed?  Does your team have one another’s back?  Do people perceive that you really listen to their feedback?  Are members of the team continually growing?

3. Remember, There is Life Beyond Work
For those who have played for, coached with, and been raised by Gasso, the part of her style that stands out most has nothing to do with batting stances, throwing motions, or base running techniques — it’s her emphasis on preparing players for life beyond softball.  The crux of Gasso’s coaching isn’t separating teaching the minutia of softball and teaching broader concepts about life, she combines the two and uses athletic lessons to inform life lessons.

“It’s cool to be able to see how things correlate on and off the field —  she teaches us to be tough on the field and to stand our ground,” said Keilani Ricketts, who played for Gasso from 2010 to 2013. “And she teaches us off the field to have a voice and stand up for ourselves whenever we’re dealing with conflict… It inspires us to advocate for ourselves.”  Inspiring her players to advocate for themselves is exactly what Gasso aims to do. A coach directs, instructs, and trains her players to succeed on the field. But as an advocate, Gasso tries to transform her players from teenage girls to young women ready for professional softball, coaching, the workforce, or whatever else may await them.

She also utilizes some other interesting tactics for life skills.  “What we have started to do now is create like a blue-collar day, where after practice, they’re all given job responsibilities. Last night, we were raking leaves, we were blowing out the dugouts, we were down on our hands and knees picking up little pieces of trash from the indoors. They’re picking up trash behind the grandstands. I mean, they are sweeping off the turf.  Everybody’s got jobs. Like, you get to learn how to take care of your house. So this is our house. You want to know what it means to keep your house in order. This stadium is going to be in order as long as we’re here. So we’ve changed a few things and put them to work.”  It’s probably not the most popular thing she’s ever done, but for this team, there are new opportunities for team bonding, building a sense of pride, and taking care of the “little things.”

Business Questions:  Do you care about your employees beyond what they bring to the job?  Do you have a mentorship program?  Does your team think outside the box when creating team bonding experiences?  Can everyone on the team tell you what the purpose is of what they do every day?  Do you spend informal time together as a team?

In leadership, you always hear the stories.  The tough road that had to be traveled, the grit and determination that was needed, and the lessons learned along the way.  I’m sure you have many of those same stories.  Patty Gasso is no different and we can learn a lot from her experiences.  She would tell you the word “lukewarm” is a dirty word in the OU program. To her, it means someone is either half in or half out…They need to be either all in or not be in at all.  I actually feel that way about leadership.  Of course, there will be days you feel a little “off”, but if you are not totally committed to those three tenets laid out by Gasso… surround yourself with great talent, adapt your leadership when needed, and truly care about your employees…it will be tough to build that high-performing team you are working towards.

*Interview excerpts from OU Daily News

“People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”  –Maya Angelou

Last week I was in a meeting with a client I hadn’t worked with in about four years.  In that time, as CEO of her organization within a larger global organization, she had doubled the company’s size.  I asked her how she got those types of results in such a short amount of time.  She felt that certain strategic initiatives, some operational efficiencies, and the most significant one, an MMFI rallying cry.
In fact, when this young female CEO mentioned MMFI on a global call, the enterprise CEO turned to his leadership team and said, “That is what the rest of our company is missing.”

What exactly is MMFI?  It essentially is the belief, that when you see anyone who touches your business you should envision them with an invisible sign that says, “MAKE ME FEEL IMPORTANT!” In a world full of big box stores and impersonal online businesses, it is more crucial now than ever in our business world.

The reason for this is simple: when people feel important, they are more likely to stay loyal to your company and continue supporting your mission. Whether it’s providing excellent customer service, developing innovative products, or being an active member of the community, making everyone feel important can create a strong foundation for your business that can lead to growth and success.

Tenets of MMFI
To really embed “make me feel important” in a culture it is essential that every single person in your organization prioritizes it as a commitment. This means that everyone from the top down is actively working to ensure that anyone who touches the business feels valued and appreciated including customers, employees, vendors/suppliers, or members of the community. It means being responsive to their needs, taking their feedback seriously, and always striving to exceed their expectations.

But how exactly can leaders make everyone feel important? Here are a few tips:

1. Listen Actively:  People want to feel heard and understood. Ensure you actively listen to your employees, customers, and vendors to understand their needs and concerns.

2. Show Appreciation:  Don’t just say thank you; show your appreciation in meaningful ways, whether it’s through bonuses, public recognition, or a simple thank you note.

3. Under Promise and Over Deliver:  Hold back on overselling and instead be both proactive and thorough when taking care of all your stakeholders.

4. Be Transparent: Honesty and transparency build trust, and when people trust you, they feel more important.

5. Foster a Sense of Community: When people feel like they are part of something bigger than themselves, they are more likely to feel important and valued.

I remember a trip I took to one of our most loyal client’s headquarters.  A new HR VP had been appointed and she was moving fast to make changes…including potentially heavily impacting our long-time relationship.  I flew in to meet with her and instead of taking a defensive stance, I listened to what she saw needed to be changed in their established programs. Then I spent about 2 hours offering very objective reflections and options…and it was from a very selfless perspective.  That was the turning point in our discussion because she then saw us as a partner that was there to take things off her desk instead of a line-item cost.  She got the depth of the partnership our two companies had and we got off to a great start.

What is a Rallying Cry?
So how can you get everyone in the company to buy into the MMFI framework?  Make it a Rallying Cry!  That means rallying around the single most important thing we can be doing, especially in moments of dramatic change (the story of our life in business the last few years!), does more than aid progress on a single objective — it sets a sequence of events in motion that will significantly impact your team and embed what you are driving in the culture.

The concept of having a rallying cry and defining objectives is a simple one, and therein lies its power. It provides us with a manageable list of relevant issues that we can get our hands and minds around over an extended period. And just as importantly, it gives us permission to ignore other issues that would otherwise compete for our attention.  Essentially it is the One Big Thing we are working on together!

In conclusion, making everyone feel important is essential to the success of your business. By making it your rallying cry and embedding a culture of MMFI, you can create a strong foundation for growth and success. So, as a leader, take the time to listen, show appreciation, be transparent, overdeliver, and foster a sense of community. By doing so, you will make everyone know how important they are to you and promote loyalty, respect, and inclusion.  Don’t we all want that?

Here is a great resource if you want to learn a little more about a rallying cry!

https://www.youtube.com/watch?v=UfCfB7i3Wa

As I was walking to dinner with my family in Kansas City last week, I was updating one of my business partners about a tough situation and decision I was having to make for the good of the business.  It was something that I didn’t want to do, but a decision I knew needed to be made.  Then he said, “I know you have the RESOLVE.”  That word stuck with me and carried me through that week.  Little did I know how rough last week was going to be.  Not only did I have to make that difficult decision, but I also lost my lifelong mentor and had numerous other issues that every business owner encounters.  As a business owner, I wish I could say that life gets easier.  That it gets to be more predictable, smooth, and easy.  But that would be unfair because it’s not true.  Business life can be heart-wrenchingly gritty and will poke at your sore spots.

There is a quote that says, “True courage is not the brutal force of vulgar heroes, but the firm resolve of virtue and reason.” One of the biggest gains I have had as a leader recently is building my resilience and confidence in my decision-making. Many of the leaders I coach, just like the rest of us, had to make some tough decisions in the past couple of years while maintaining our “True North”.  Now is my decision-making always perfect?  No.  But with good intentions and good reason, I know I can get close.

Do we ever need to pivot as leaders and go in a different direction?  Absolutely.  Sometimes, knowing when to give up can be just as important as knowing when to keep going.  In any organization, there will always be times when the going gets tough and it seems like the only way out is to give up. But great leaders never give up on the mission even when they must chart a new direction. They have the resolve to see things through to the end. So, what is the secret to their success? How do they always seem to find the strength to keep going when the road gets rocky? That is what I’ll be discussing today!

1. Differentiating Between a Setback and a Roadblock

One of the first things that need to be clear to you and your team is whether you are encountering a setback or a roadblock.  To differentiate between them, it’s important to understand what each term means. A setback is an issue or obstacle you encounter along the way that can be overcome. It does not have to be a huge or devastating issue – it can be small or large, but the important thing is that it can be moved past with some effort and perseverance. On the other hand, a roadblock is an issue or obstacle that is much larger and cannot be circumvented no matter how much you have planned or how hard you have worked.

A good example of a setback is when your team encounters a small problem while completing a project. This is likely to be a relatively minor issue and something that can be fixed with some hard work such as a supply chain glitch or an employee that quits. In contrast, a roadblock is an issue that cannot be easily bypassed, such as an unresolvable technical problem or a larger financial concern.

The reason this differentiation is important is that I’ve worked with teams and individuals on teams that “catastrophize” even the smallest hurdle.  Understanding the difference between a setback and a roadblock can help your team to settle down a bit and for you to know the best course of action in any situation. You and your team know you keep going and put in more effort when you encounter a setback, or if you need to seek alternative routes and workarounds when you encounter a roadblock.

As I sat across the table from Brad and Tonia in a quaint little café in Tulsa, I realized what a great partnership this could be.  They were looking for a customized leadership program that had their Core Purpose, Values, and Vision at the heart of it.  Brad said, “This project is a white canvas, and you can create exactly what we need.”  Wow.  Being able to create what was truly best for the company was going to be incredibly rewarding work – I could feel it!  Over the next 8 months, there were numerous meetings, discussions about the needs of the business, calibrations with the leadership competencies, selecting the right assessments, creating the intellectual property, putting measures in place to be able to prove ROI, and appointing the inaugural class.  We knew it was a big lift, that key stakeholders would need to be behind it, and the participants were going to have to be open to change.  On that note, we kept in mind the Steople Behavior Change Model that we regularly utilize with our clients:

Fast forward to now…we have been delivering our flagship leadership program for about 8 years now!  I’m happy to say that over the years, individuals who have been chosen for this program have developed into incredibly valuable leaders for the companies they serve.  So, what makes for a good leadership development program?  I thought I would share with you the guidelines we have used through the years…and do a little extra digging in the research just to make sure.  If you are considering a leadership program here you go!

1. Identify Your Business Drivers. One of the biggest barriers to successful leadership development is a missing link between the skills leaders are learning and the business context. This missing link can be resolved by identifying business drivers. Yes, certain leadership skills—communication, delegation, coaching, etc.—are universal. But you, your stakeholders, and your leaders still need to know the “why” behind how these skills move your business forward. We define business drivers as the top three to five most critical leadership challenges that leaders must conquer to drive the strategic and cultural priorities of the organization.

2. Build Your Leadership Competency Framework.  Building a plan for great leadership depends on identifying the behaviors and competencies that leaders need to demonstrate. A leadership competency framework helps you to clearly define your leadership goals and how they will enable your organization to succeed. It also creates a common leadership language that aligns the expectations and actions of leaders at all levels and roles. Leaders know what is expected of them and what they can expect from others. Ultimately, this common leadership language drives consistent behaviors and helps to shape your company culture…and it really should be broken out by levels, if that makes sense.  But, as a backdrop, always keep in mind  the Steople success profile…these are all the other elements that contribute to success as a leader:

    

3.  Adopt Leader-First Instructional Design Principles.  Utilizing an approach to learning that incorporates both formal, structured learning and personalized, in-the-moment learning is key.  We base our work on these 5 principles:

• Principle #1 – Relevant.  Excellent instructional designs put leaders’ needs front and center, ensuring that what they learn is deeply relevant to their challenges.
• Principle #2 – Personalized.  Every minute leaders spend on learning, must be meaningful to the individual to make learning “stick.” Research shows that today’s leaders are clamoring for deeper personalization in learning.
• Principle #3 – Immersive.  Immersive learning is the creation of a complete environment where people can interact and perform tasks as they would in real life. Essentially, learning by doing.
• Principle #4 – Human.  Every person brings their head and heart to their work, their role, and every interaction. Leaders have to recognize that their work is incredibly human.
• Principle $5 – Trusted.  In a world driven by search engines, leaders need to know that the development they are getting is credible and effective, not just the most popular.  Science is the king as far as we are concerned.

4. Invest in Great Leadership Facilitators.  Have digital learning options made the human element of leadership development obsolete? We’ve seen zero evidence that this is the case, which is why it’s still so important to invest in great leadership facilitators for live learning experiences. In fact, according to Development Dimensions International (2021), leaders consistently say that they want more human interaction in their learning. They want more coaching., more developmental assignments with feedback, and more formal in-person training. The following graphic is taken from their research of 15,000 global leaders:

Expert facilitators should be great teachers, engaging in their communication, providing timely coaching, and establishing a trusting relationship.  For us, a deep understanding of the business as well as great relationships with key internal stakeholders is key to our success.

5. Leverage Assessments, Group/Self-Directed Development, Peer Learning, and Ongoing Feedback/Coaching.  There is so much to cover in this one, but these are the parts of our leadership program that we feel passionate about (and that science would agree with):   Utilizing not just the in-module learning, but also between module work to be completed and “practiced” outside of the classroom, the use of peer support to embed the learning in the culture, and the use of both internal (supervisors/HR) and external coaches to continue to provide feedback and ongoing learning.  Being able to embed leadership development learning into the culture to help support participants is a must for success.

6. Measure the Success of Leadership Development.  At Steople we utilize the Kilpatrick Model in all our leadership programs.  This includes how leaders respond to the program (favorable, engaging, and relevant to their jobs), what they learn (knowledge, skills, attitude, confidence, and commitment), how their behavior changed (apply what they learned during training when they are back on the job), and results (the degree to which targeted outcomes occur as a result of the training). The biggest challenge to measurement is that it’s often an afterthought. Without key measures and metrics built in along the way, it can be hard to go back and collect the data you need.  Partnering with the client upfront and creating the metrics to measure success is the only way to go.

Honestly, it is a lot of work to put together a successful leadership program!  But, rest assured that we have done it for some time now and we are here as a guide if you decide to embark on the journey.  The payoffs are there, but you have to be incredibly thoughtful, innovative, and intentional in what you are wanting to build.  Let us know what you have found to be most helpful in crafting a development program for your company or if we can do anything to help…such important work!

We believe that leadership development is incredibly important to the success of a business.  We are constantly adding new ways to communicate and explain the benefits of investing in your people.  We are happy to provide you with a brand-new commercial illustrating our leadership development program. Stay tuned…more to come!

LEADERS CAN BE MADE

STEOPLE HIGH-POTENTIAL LEADERSHIP ACADEMY
Written & Produced by: Cristina Filippo | Executive Producer: Isaias Centeno | Directed & Edited by: Hyped Visuals

At the Steople holiday lunch last week, the question was posed, “What is your favorite Christmas gift ever?”  Everyone’s face lit up as we talked about puppies, Grease albums, and tennis shoes…but even better was the next question, “What was the best gift you ever gave?”  That one sparked tears as we remembered loved ones and some of the meaningful moments through the years.  Of course, we are a team of deep thinkers, so we loved that discussion!

Now in thinking about the Holidays, one of the things that I love the most about the season is giving.  Of course, I love to receive great gifts too, but if you know me you know I am a gift-giver!  I love people opening a present with excitement and joy – it is like the kid in them comes out!  Now I do know that personality-wise there are people who are motivated by altruism and affiliation more than others, so it is not to generalize here, but isn’t that what we do this time of year?

Giving Has Great Benefits 
The holiday season is upon us and with it the hunt for the perfect gifts for family and friends. But what exactly happens in your brain when you give a gift? And is the old saying really true that “giving is better than receiving?” It turns out, gift-giving, particularly when the giftee is someone with whom we have a close relationship, activates key reward pathways in our brain, provided we don’t let stress take away the joy of the occasion.

In fact, several studies over the last decade have demonstrated that spending money on someone other than yourself promotes happiness. That’s because when we behave generously—be it donating money to charity or giving a loved one something they really want for a holiday—it creates more interaction between the parts of the brain associated with processing social information and feeling pleasure. In one example, researchers gave 50 people $100 and instructed half of them to spend it on themselves, and the other half to spend it on someone else over the next four weeks. Then, they performed functional magnetic resonance imaging (fMRI) to measure activity in the brain associated with generosity and pleasure during a social sharing task. They found that those who spent money on other people had more generous and fair interactions with other people and reported higher levels of happiness after the experiment was over.

“Oftentimes, people refer to it as the “warm glow,” this intrinsic delight in doing something for someone else,” said Simon-Thomas, Ph.D., who studies the neuroscience and psychology of compassion, kindness, and gratitude at Berkley. “But part of the uniqueness of the reward activation around gift-giving compared to something like receiving an award or winning money is that because it is social it also activates pathways in the brain that release oxytocin, which is a neuropeptide that signals trust, safety, and connection. It’s often referred to as the ‘cuddle hormone.’”

When oxytocin is part of the equation, the reward is slightly different in that it can be sustained longer, unlike the brief lifespan that a pure dopamine response has. These effects on the brain are even present during various steps leading up to the actual opening of the gift, such as shopping for the gift and wrapping it. The whole experience of figuring out what to get for someone you love and simply anticipating being in the room with them while they open it activates those same reward pathways and is all part of the joy of gift-giving.  Maybe that is why most of us, during this time of year, find joy in finding just the right gift.

Still, while gift-giving and gift-receiving can often lead to hopefulness and excitement, the lead-up to giving a gift can bring on other emotions, including stress and anxiety, said Scott Rick, Ph.D. at the University of Michigan’s Ross School of Business. Rick is known for developing the Tight Wad-Spend Thrift Scale which found that there are real brain and behavioral differences between tightwads and spendthrifts and that they’re related to an emotional experience called “the pain of paying.”  “When it goes right it can be a wonderful thing but can also come with a lot of anxiety over how much you’re spending or whether or not they will like the gift,” Rick said. There’s also the dreaded experience of being in a position where you receive a gift from someone you were not expecting to, and don’t have a gift of your own to reciprocate. This awkward scenario can cause patterns in the brain that mimic an actual pain response.  None of us love that moment because we all crave the moment of wonder when someone else says, “I absolutely love it – it is perfect!”

Giving In the Workplace
So, what does all of this have to do with organizations?  Well, during this time of year our society, including our workplaces, is very inclined toward gift-giving.  Whether it is a round of dirty Santa or a cookie exchange, or bonuses…this is the time of the year when all of these rewards and pitfalls come into play.  We want to give a gift, but we also want to make sure we are on the right track as we do.  So, as you close things out for the year, and hand out those last-minute gifts to your team members, keep all the above in mind, and consider these suggestions for giving in the workplace:

1. Keep it voluntary. It should never be mandatory for an employee to purchase gifts for co-workers.  Making it spontaneous and informal makes it much more natural.

2. Stay professional. Make sure you understand the company’s culture before you give a “gag” gift.  Ensure that you give something that is appropriate.  If you pause and wonder if you should give it, that is probably a clue to go a safer route.

3. Be fair.  Giving everyone the same gift is the preferred method of workplace gift-giving. If you plan to give gifts to only a few co-workers with whom you are particularly close, do so outside work. Showing favoritism, even accidentally, can be extremely counter-productive, and sometimes detrimental to your company’s culture.

4. Keep it simple. Try to tailor your gift to the taste and personality of your co-worker. And don’t overdo it – no one wants to be uncomfortable or caught off-guard when receiving a gift.

5. Avoid items that may be considered too personal. Steer clear of giving gifts that could be misinterpreted.  A token of your appreciation or a kind gesture at the end of the year can be derailed if a gift is too personal or inappropriate.  If you question it, ask for advice from someone you trust.

6. Baked goods are king. If you are unsure about what to give your co-workers, treat them with sweets. Baked goods are a great opportunity for employees to show their thoughtfulness without being viewed as going overboard.

The holidays are a time for celebration and appreciation. My guess is that you don’t know what a gift you are to us here at Steople.  We see the amazing work you are doing in your workplace.  Please stop for a moment and let that soak in – we appreciate you!  You are our colleagues, clients, and friends.  Thank you for doing all you do in the world of work…leading and influencing within an organization is not for the faint of heart.  From your Steople family we are hoping you have a wonderful holiday and a Happy New Year.

Have you ever had a month when the same themes keep coming up over and over?  It happens to me often…not sure if that is because I am looking for it or if the universe is trying to get a message to me.  This month has been like that.  The theme seems to be…take the time to focus on relationships, not tasks.  The first evidence of this theme was a story by Pam Berg that I read on Instagram:

Make the Chili
“A good friend of mine unexpectedly lost her husband.  A couple of months later we were running together chatting about nothing.  She asked what my dinner plans were, and I told her my husband wanted chili, but I didn’t feel like stopping at the store.  We ran a few more minutes when she quietly said, “Make the chili.”  It took me a few minutes to realize we were no longer talking about dinner. It was about going out of your way to do something for someone you love because, at any moment, they could unexpectedly be taken from you.

So today I’m sharing with you that wisdom handed to me by my dear friend, that I’ve thought of many times since that day.  Next time someone you love wants to go for a walk or watch a football game or talk to you about their struggles or just put your phone down and give them your undivided attention, just do it.  Make the chili.  Love deeply and selflessly.”

Post Malone 
A couple of weeks ago, Layla and I traveled to deliver a leadership program at an LNG company in Houston. The fourth business quarter is always a race to the finish as a consultant.  We are completing work that needs to be delivered before the holidays (everyone using their budget when they can) while also ramping up to deliver the needed work in the new year.  We often refer to it as “semesters” where sometimes there is a little more leisurely pace and other times it is finals.  It is easy to get burned out at this time and we all take a breath during our time off over the holidays.

The last couple of months had been incredibly busy so I knew I wanted to do something fun so that we could relax and re-energize together.  We were going to be staying downtown which just happened to be within walking distance of the Toyota Center.  Fortunately, there was a concert – Post Malone… which we both love…so I purchased tickets for us with dinner and drinks before the concert.  We had SO much fun.  We had a great dinner, the margaritas flowed, and we got to sing and dance, cutting loose to one of our favorite artists.  And you know what Layla said to me while one of the last songs was playing?  “I really needed this”.  So grateful we took the time because guess what?  So did I.  This was my second piece of evidence that a theme was developing.

Hanging Out and Feeling Loved
Opening up the mail one evening, I received an invitation from a friend to a “Girl’s Night Out”.  That friend, Candice, is an amazing woman in the community whose family has always been dear to me.  They are a hard-working family whose son played basketball with my son and, since graduating high school, has had an amazing professional career.  I’ve always been incredibly happy for their success and, at the same time, admired Candice because of her authenticity and dedication to the community.  Of course, I immediately texted her and told her I would be there.

As I approached the front steps of her house, I still wasn’t exactly sure what this evening was about.  Fundraiser?  A longstanding party with women I didn’t know?  I wasn’t sure, but I was up for the adventure.  I was greeted with a hug, a glass of wine, and a quick spin around the room.  There was amazing food, a fresh flower station where you could build your own bouquet, a permanent jewelry booth, a tree with a present for everyone, a photo booth, and a room full of about 50 new friends.  Once all of her guests arrived, Candice clinked a glass for attention and shared a story about a dear friend of hers who had ended up ill in the hospital.  She spoke of the regret she felt standing at her friend’s bedside.  The truth was, they were great friends, but with small children and a busy life, they had not made enough time to get to together.  She talked about how busy all of us get…moms, wives, and daughters… and how her intention for the evening was to create an amazing night for each of us to get to know one another, get a bit pampered, and build a community of strong women.

As Candice spoke, I teared up.  Here was my friend taking the time to make a difference in our lives. She was reminding each of us how much we mean to one another and how little we value it enough to slow down and take time together.  During that evening, I met new friends, felt loved and valued, and, overall, was inspired!  She had done an incredible job of making people her priority with a generous spirit and a few beautiful indulgences that touched our hearts.  The third evidence of a theme, do you see it?

Why Making People Your #1 Priority is Your #1 Priority
Now, why am I telling you about these little reminders that I seemed to be getting this last month?  Well, first, because I care about you, and second because I care about the people you are called to serve.  As a leader, I want you to get the same message I have been getting – slow down and be intentional in how you spend your time – especially these last few weeks of the year.  I know we all fall into the hustle and bustle of the season…but how can you relax a little and make it more meaningful with those you care about?

Emotional Intelligence (EI) is “the ability to identify and manage your own emotions and the emotions of others,” including the capacity to identify emotions, harness emotions, and apply them to tasks like problem-solving, and the capacity to regulate emotions and support others in the regulation of their own emotions.  I’m sure you have heard this before, but it is a very important concept for people who are in positions of leadership.  Our belief here at Steople is that as a leader you need EI to handle the time and energy that you must invest in your team.

Leaders must develop the capacity to care for and support team members as they encounter personal and professional challenges, from failed initiatives to failed marriages. This capacity changes the lens through which a leader looks at every meeting and interaction. Instead of approaching time with employees as solely a business-oriented strategy conversation, high culture/high-profit leaders focus on the support they provide to the team members involved. Certainly, much of that support is strictly professional (what resources do I need to expend, for this effort to be successful?) but a significant proportion is emotional as well (what support can I expend, for this person to be successful?). There is a business case for truly caring about and investing time in those who stand by you day in and day out reaching for your combined goals.

Being Intentional with a Plan
To me, it is great news that studies have found that CEOs (and all leaders)  who spend more time with their employees lead more productive companies.   It makes our job so much easier as we speak with each of you in your respective companies making the case that keeping people the priority pays dividends.  So what can you do to be more intentional?  Well, my recommendation is to start today and consider implementing the following:

• Do your people know how relevant they are to the success of the team?  Do you take time to get to know them on a personal basis?  It should be part of your vocabulary and routine.
• Prepare for each meeting on your calendar by asking the question, “Who is in this meeting, and how can I help them succeed as an individual and as a team member?”
• Review your routine: does it reflect an orientation toward people? How would you get feedback if you are unsure?
• What new habits could you start to make clear your prioritization of people? Office walk-throughs? Handwritten notes? Informal time together?
• Among your executive team, who is the best at caring for people? How do they illustrate this care? Has it made them more successful? How could you celebrate their approach publicly, to encourage others to do the same?
• Do you ever have someone say “I know you are busy…” Do you impress on people how busy you are which then somehow sends the message you don’t have time?  Do you leave “white space” on your calendar?

I’ll be totally transparent, much of the time, I choose what I write about based on what I am “feeling” now.  I’m working on this “slowing down” right along with you.  It is SO easy to get pulled into the running of the business and delivering to our clients.  Even as an organizational psychologist who knows all of this, I must continue to work on it.  It is easy for me to tell myself that people are busy, they don’t want interference, they don’t value the time to pause, and that I have other things that take precedence.  But even worse than that…one day can just roll into another without INTENTIONALLY making the time.  I believe that being honest and normalizing what our tendencies are is the first step to changing for the better.  So my question is, what are you going to tweak over the next few crazy weeks either personally or professionally?  Let us know how we can help continue to build those great leadership habits as we close out this year and move into 2023.  Remember, the next time someone you love wants to go for a walk or watch a football game or talk to you about their struggles or just put your phone down and give them your undivided attention, just do it.  Make the chili.  Love deeply and selflessly.

I woke up the other morning to the news that Bob Iger is returning as CEO of Disney.  Iger came up through the ranks in a 50-year career at Disney and has an almost mythical status as the leader. He spent 15 years as CEO and was instrumental in acquiring major brands like Pixar, Marvel, and Lucasfilm, the home to Star Wars. Iger also closed the $71 billion deal to buy most of 21st Century Fox and kicked off the streaming revolution with Disney Plus. Most people would say that anyone would be hard-pressed to find someone who says a bad word about Iger.  And what does he attribute his success to? Building relationships, demanding excellence, and sweating the small stuff.

I’m sure most of you have been to the magical world of Disney. It is a rite of passage as a parent that you bring your kiddos to Disney to see that look of wonder when they set eyes on Mickey and the Princesses for the first time in person. We did that as a family…staying on property at The Animal Kingdom, getting Fast Passes, chasing after those character autographs, and watching Tinkerbell float across the sky during the evening light show. It was magical! But one of the memories I have of that trip has nothing to do with the Disney characters and more to do with a mistake I made that Disney helped me correct with their legendary service.

We had been having a great day in the Magic Kingdom…until I realized I didn’t have my phone. Now, this was in the early days of cell phones, and I remember that phone well…it was small and had a black and white checkered Coach phone case. Of course, panic struck and as I made my way to Lost and Found, I had very little hope that it would be there. But guess what I walked into? A room filled with cell phones…and there was mine sitting on the shelf!  I couldn’t believe it and automatically told the lady at the front desk…if this was any other theme park, it would have never been found. She nodded and said they had a swift protocol of how to handle a lost phone. They had even shut it off so that it wouldn’t drive the employees crazy and so that the battery would be saved when found by its owner. That was a WOW experience for this customer. It perfectly illustrated the care and planning for every single detail that Disney is known for.

The Story Behind Disney’s Trash Cans
Along with this “small catch” the theme park had implemented, there are 1,000 other small things that are tended to. At Disney, attention to detail is something of an art form, stemming from the founder, Walt Disney. His passion, which one could argue is at the very core of the company’s values, was famous for his eye for detail, and he made sure that everyone paid the same attention that he did. As an example, Disney trash cans are legendary. It Is rumored that there are holes underneath the cans where the trash is swept away in underground tunnels. It isn’t true, but what is true is that each and every can is created to be a piece of art that is specific to the part of the park that it is located. The cans are ever present in the background of Disney vacation photos. They’re a vital necessity to a pleasant guest experience. Yet, they’re barely noticed. The humble Disney trash can might be easily overlooked, but actually has celebrity status with people vying for the trash can merchandise and swag that can be found in the Disney stores.

Why did Disney focus on trash cans?  First, Walt realized that if you keep a place tidy, it’s more likely that guests will throw away their trash, so he did research into how far someone would walk before they dropped their trash on the ground. He found that 30 feet was the magic number, so wherever you go in a Disney Park, a trash can will never be more than 30 feet away from you. Second, every trash can is designed in a way that blends into its surroundings and doesn’t remove the guest from the immersion of their experience. They are works of art and are meant to enhance the customer experience.  Again, the little touches here and there truly make a difference.

Customers Notice Everything
You may not be consciously aware of it, but you are subjected to annoyances every day.  Some you might just filter out and move on, but others might really bug you over time and impact your satisfaction. Interestingly, there is a human premise that it’s always the little things people seem to notice and get annoyed about, not the big things. See if any of these annoyances resonate with you:

• The dust ball in the corner after the professional cleaners “finished” their job.
• The dirty marks on your cupboard door after the hinges have been replaced.
• The realtor who didn’t remove their shoes when entering your home with a client.
• The absence of free WIFI on the cruise you spent a lot of money on.
• The appetizer you didn’t order on the restaurant bill.
• The grease on the steering wheel after they have finished servicing your SUV.
• The dropped call when we are trying to book a hotel room by phone.

These are the things we notice; they cause us to rethink whether we want to continue to do business with the guilty organization. These are the things they expect NOT to happen. They represent the basics of business, and we expect them to be performed without a flaw. But when things break down, we are emotionally caught up in the event and often behave in a way that doesn’t reflect who we really are. We confront the person who greets you at the phone store for not seeing us on time. It’s a small issue and shouldn’t matter, but it does. These are the things that we tell ourselves might indicate an organization is not concerned to do what’s necessary to finish the job completely for us. It says to us that they want to get it done and move on to the next customer.

Take Care of the Little Things
People get tired of the “big box culture”.  Someone once told me – people want to feel special and that they matter.  To be honest, that includes not just customers, but employees as well. That mantra has always stuck with me and has made me become more intentional in how we show up at Steople. My question to you is what small details in your company would frustrate customers? Not the big things, but the little things that might negatively impact your brand. How can you work on making the minute details as important as the big deliverables? What can be done?  Here are some sample actions that might be taken to implement strong “little things matter” values.

• “They Notice Everything” posters should be plastered about the workplace to remind employees to take care of the little things for not only customers but their fellow employees.
• Leaders should monitor every nook and cranny of the organization to pick up on and change “maybe they won’t notice” attitudes and behavior.
• If customer surveys don’t already have questions relating to how well the little things are performed, add them. And include write-in comments to obtain a more personal customer perspective on what needs to be addressed.
• Include “little things” as part of the internal quality control of your organization. If little things aren’t taken care of on the inside among employees, it won’t happen on the outside with customers. Set meaningful metrics to meet these.
• Get input from frontline employees on the little things that are regularly missed and treat these as priorities for resolution. They know what the major issues are; listen to them.
• Hold the leadership team in every function of the organization accountable for improving how well the little things are taken care of. Make it part of their annual performance and bonus plan.

Attention to detail is a culture that leads to sustainable competitive advantage because most organizations don’t have — or don’t desire to have — the competency.  They don’t understand the little things aren’t little at all, they’re HUGE and can make the difference between a wildly successful business and a mediocre or failed business.

This is the time of year for reflection on the last 12 months.  I encourage you to take stock of those things that might need to be focused on in the new year.  Here at Steople, we are always here to support you and help you with the things that matter most in your culture.  We are grateful for your partnership and wish you a great holiday weekend!