So you want to be a leader? You can take classes and read hundreds of books and magazine articles but what I have found to be the true secret comes from within. You see to truly become a leader you have to not only have certain skills, but more importantly know how to apply and use them.
Over the past eight weeks I have been attending Disney University in a program called Emerging Leaders. A select few (32 in my class for 2014 from over 65,000 cast members) are recommended to participate in this program developing leadership skills and learning from the Disney perspective what it takes to be a great leader. Companies all over the world want to be "like Disney," and send their corporate executives to DU as it is called because of the traditions and reputation of the organization. Unless you are living under a rock in some unknown region without communication, you know what Disney is and what it stands for. Some of you may not know that the goal of the CEO of the company and its founder was not to be the biggest or most powerful company in the world, but something very different. That goal is to be the most "admired" company! That puts, in my opinion, what Disney stands for in a totally different category.
I must say, it is an amazing program and even though I have written books and hundreds of articles on leadership I have learned one thing...there is always more than can be learned. In looking at all of this, part of the program is shadowing other Guest Service Managers as well as reverse shadows in applying what has been learned in addition to leadership skills we have established prior to being a cast member. It has also allowed me to think about leadership in property management as well as business in general and taking it to a higher level. While I have touched on some of the key characteristics in past writings and in my books, I invite you on a journey to enhance your perspective on leadership in four very critical areas. Think of it as a chain and we all know what the strength of a chain is.
First, what is the relationship of leaders as teachers and what can we do to enhance our teams related to this area. You may know I have a passion for education and training, so this is probably not a surprise when I bring up the relationship of leaders as teachers. The first part of this deals with relationships, which is the first step to your reports accepting you as a teacher. Do you have the behaviors your employees will "trust" in you such as knowledge (technical and functional competence)? If you cannot prove these skills, you will most certainly have difficulty winning your employees over to respect you as a teacher. Can you accept change just as you expect your employees to accept them? Can you provide the "why" moments versus the "do" communication which allows a basis for understanding what they are learning or why the changes are necessary? If you cannot embrace these things and if you answer is no to any of them, there is little to no chance they will accept you for important teaching moments and the chain is weakened.
Second, what is the relationships of leaders as role models which lead to the success of your team and your organization? Your employees or "direct reports" as well identify them, look to you for some extremely basic qualities that have an extremely important impact on their success...as well as yours. Are you credible, honest, caring, and do you truly understand what you are modeling and why? Are you willing to get down in the trenches with them to truly understand their role and responsibilities so you can build the relationship necessary as a role model? Are your behaviors, decisions, and actions taking into consideration both (rational from your head) and emotional (from your heart) aspects which allow team members to "buy in" and model the role you play....ergo "role model?" Again answer no to any of these and the leadership chain has a chance of being broken.
Next, do you deliver feedback and coach, or do you issue only reprimands and block out feedback from others. The feedback part of this is crucial and something we have a difficult time accepting as humans. More importantly with accepting feedback is what we do with it. Just as acknowledging from those the feedback was received, was it important enough for you to modify your behavior or decisions. With coaching you first must recognize that coaching does not have to be negative. How often do you provide feedback and/or coaching, and it is specific and genuine? When you must reprimand or correct performance or behavior, how does it come across? Again is it sincere, specific, and based on facts and not feelings or beliefs? Do you sandwich the intended message or are you direct? All of these things can have an impact on feedback, coaching, and reprimands and again impact the chain.
Last but definitely not least is appreciation and recognition. Both require artistic talents for the intended message to be beneficial and constructive. We learned over the past few weeks something I had recognized but not realized, and there is a difference. What I learned and then recognized was you cannot have appreciation without recognition for it to be effective. I do not often recommend books, however, a part of our required reading was one called "The Fred Factor." If you have not read it, I highly recommend it. Recognizing others efforts means taking special notice of observed behaviors, while appreciation is gratitude and showing respect for someones potential. Do you know what your team members want to be recognized for? Do you know how they want to be recognized? Are you a "Fred" and can you identify "Fred's?"
So, you can teach an old dog new tricks! The last eight weeks have been inspirational and changed me significantly. Sometimes it takes stepping back, so the steps forward are not only visible but going in the right direction. Develop your skills not just for yourself, but for those you lead. For you do not work in a vacuum and you will never...I repeat never, get to the top without those around you. Now once again as I have said before, "Go lead!"
