Collaboration

Learn What Makes People Tick

/ Ken Blanchard

I’m excited to announce that this month our company launched Essential Motivators™, a powerful new learning journey. What makes this offering so special is that it reinforces something I’ve been teaching for decades: Different Strokes for Different Folks! In other words, leadership shouldn’t be a one-size-fits-all proposition. The way you communicate and work with others needs to be tailored to where they are, not where you are.

Back in the 1960s there was a debate about which leadership style was best: autocratic or democratic? It was widely assumed that one of these was the best for managing people. My friend and colleague, Paul Hersey, and I questioned that assumption. Our response was to develop a situational approach to leadership, which The Ken Blanchard Companies later developed into SLII®. What is the best leadership style? The one that matches the developmental needs of the person with whom you’re working.

A Powerful Tool for Working Together

Just as people have different levels of development, they also have different personality types. You may have taken a DiSC assessment or a Myers-Briggs Type Indicator test to get a better sense of your personality. What’s great about the Essential Motivators™ framework is that the four types are user-friendly and easy to apply in moments of need. By becoming aware of your own and others’ unique personality patterns, you can be far more effective at work and at home. Here are the Essential Motivators™ four basic personality patterns:

FIRE. People of the Fire pattern tend to be improvisers. They focus on the present; they are tactical and seek results. 

EARTH. People of the Earth pattern tend to be stabilizers. To plan for the future, they focus on the past; they are logistical and seek to establish and maintain structure.

AIR. People of the Air pattern tend to be theorists. They seek strategic solutions for complex problems. They want to understand how the world and things in it work.

WATER. People of the Water pattern tend to be catalysts. They look to the future and seek authentic connections to make the world a better place.

All four of these elements are required to create a healthy, balanced organization. When Margie and I started our company, we soon realized that we were both Water people. People like us have a psychological core need for a sense of purpose. We value ethics and empathic relationships. Our talents are diplomacy and advocacy—we like to inspire and praise people.

Those are all great Water characteristics, but they’re not necessarily the kinds of talents and skills that can build a successful business. In fact, when we started the company, we couldn’t even balance our own checkbook! For that, we needed people with the Earth personality pattern. Earth people are dependable and have a core need for responsibility. They value security and stability and have a talent for logistics and creating standards. The Earth people we hired early on were able to manage our finances and office administration, allowing us to focus on our strengths of inspiring and motivating others.

Our company never would have grown without the contributions of our talented Air people! These associates have a core psychological need for knowledge and competence. They value logic and expertise and are great at exploring ideas and designing programs. Anyone who’s taken one of our trainings has the contributions of our Air people to thank.

Finally, had it not been for the initiative of our Fire people, The Ken Blanchard Companies would have gone out of business several times. These are the people who need to act and make an impact. They are great at improvising in a crisis and being tactical, coming up with plans of action to achieve goals. My son, Scott, has a Fire personality pattern, which is evident by the way he has led our company as president.

So, what’s your personality type? Knowing your personality pattern is like discovering your superpower. You understand yourself at a deeper level. When you know the personality patterns of others, you begin to celebrate people for who they are. By knowing what makes others tick, it’s more fun to work together, and the work goes a whole lot better and faster.

Just as leaders need to adapt their leadership style to the development level of the person they’re leading, we all need to adapt our interactions to the different personality types of the people we work with. If you want to learn more about the Essential Motivators™ learning journey, listen to Chad Gordon’s interview with expert Linda Berens on our LeaderChat podcast.

Four Steps to High Performance Teams

/ Ken Blanchard

Most people use the term “team” loosely in business settings. Yet because so much work today is accomplished by teams, it’s important to clearly define what a team is and examine what makes a team most effective. These characteristics apply whether the team is working virtually or in a physical setting.

We define a team as two or more persons who come together for a common purpose and who are mutually accountable for results. This is the difference between a team and a group. Often, work groups are called teams without developing a common purpose and shared accountability. This can lead to disappointing results and a belief that teams do not work well.

A collection of individuals working on the same task are not necessarily a team. They have the potential to become a high-performance team but first, they need to clarify their purpose, strategies, and accountabilities.

The Characteristics That Make a High-Performance Team

Some teams achieve outstanding results, no matter how difficult the objective. They are at the top of their class. What makes these teams different? What sets them apart and makes them capable of outperforming their peers? Below are the characteristics and best practices that are shared by outstanding teams.

Align for Results. High performance teams begin by aligning for results. They work together to clarify the team’s purpose, so that everyone knows what they’re aiming for. Next, the team members define their goals, outline their respective roles, and agree on behavioral norms.

Perform Under Pressure. Another characteristic of a high-performance team is its ability to perform under pressure. When conflicts arise, issues are embraced and discussed. Team members encourage each other to express their views with candor. Because the goal is to achieve the team’s purpose—rather than to protect individual egos—team members listen with curiosity and openness rather than defensiveness.

Develop Team Cohesion. Anyone who’s watched a championship team perform can observe that the team’s members work in harmony, collaborating with one another and doing whatever is necessary for the good of the whole. No matter what a team member’s role, their contributions are respected and appreciated. Team members trust one another and hold each other accountable, which further develops team cohesion.

Sustain High Performance. The final characteristic of a high-performance team is its ability to sustain its impressive results. The team members continue to demonstrate unity by sharing leadership. A high-performance team will adapt to change and accept even greater challenges.

As you read through the characteristics of high-performance teams, it’s probably no surprise that teams like these are effective. I’ll never forget the time I was invited to a Boston Celtics practice during the heyday of Larry Bird, Robert Parish, and Kevin McHale. Standing on the sidelines with Coach KC Jones, I asked, “How do you lead a group of superstars like this?”

KC smiled and said, “I throw the ball out and every once in a while, shout, ‘Shoot!’”

In observing Jones as a leader, I noticed he didn’t follow any of the stereotypes of a strong leader. During time-outs, the players talked more than KC did. He didn’t run up and down the sidelines yelling things at the players during the game; most of the coaching was done by the team members. They encouraged, supported, and directed each other.

The Celtics of that era exhibited the characteristics of a high-performance team. They were aligned for results, knew how to perform under pressure, had built team cohesion, and had reached a level of sustained high performance that did not rely on the coach for direction to get the job done.

When this low-key leader, KC Jones, retired, all the players essentially said he was the best coach they’d ever had. Why? Because he permitted everyone to lead, and that’s what a team is all about.

Building a highly effective team, like building a great organization, begins with a picture of what you are aiming for—a target.  Let these characteristics be your target. By benchmarking your team in each of these areas, you can identify where you need to improve to become a championship team.

Are You an Effective Collaborator?

/ Ken Blanchard

This week is our company’s Channel Partner Conference here in town. What’s a channel partner, you ask? It’s someone who owns their own company and sells our training programs to organizations with 2500 people or less. This conference is a beautiful example of collaboration between our people and these good folks. We work together to help each other win.

A few years ago, I wrote a book with Eunice Parisi-Carew and Jane Ripley called Collaboration Begins with You: Be a Silo Buster. We wanted to show people how they can break down silos within their organization and work together to achieve successful results. We created an acronym we call the UNITE model. The letters stand for five elements everyone in an organization needs to put into action to create and sustain a collaborative culture:

  • Utilize differences;
  • Nurture safety and trust;
  • Involve others in crafting a clear purpose, values, and goals;
  • Talk openly; and
  • Empower yourself and others

How would you rank yourself as a collaborative leader or worker? Below is a list of questions, sorted by each category in the UNITE model, that you can ask yourself to assess your strengths and weaknesses regarding collaboration. Answer Yes or No to each question and keep track of your answers.

Utilize Differences

  1. Do you believe everyone has something to contribute?
  2. Do you ensure everyone in your group is heard?
  3. Do you actively seek different points of view?
  4. Do you encourage debate about ideas?
  5. Do you feel comfortable facilitating conflict

Nurture Safety and Trust

  1. Do I encourage people to speak their mind?
  2. Do I consider all ideas before decisions are made?
  3. Do I share knowledge freely?
  4. Do I view mistakes as learning opportunities?
  5. Am I clear with others about what I expect?

Involve Others in Crafting a Clear Purpose, Values, and Goals

  1. Is my team committed to a shared purpose?
  2. Do I know the purpose of our project and why it is important?
  3. Do I hold myself and others accountable for adhering to our values?
  4. Do I check decisions against our stated values?
  5. Do I hold myself and others accountable for project outcomes?

Talk Openly

  1. Do others consider me a good listener?
  2. Do I share information about myself with my teammates?
  3. Do I seek information and ask questions?
  4. Do I give constructive feedback—and am I open to receiving feedback?
  5. Do I encourage people to network with others?

Empower Yourself and Others

  1. Do I continually work to develop my competence?
  2. Do I feel empowered to give my opinions during idea sessions, even if I disagree?
  3. Do I actively build and share my network with others?
  4. Do I share my skills and knowledge with other departments?
  5. Do I believe my work is important to the organization?

Now give yourself one point for every Yes answer.

A score of 21 to 25  is outstanding! Keep up the good work!

A score of 17 to 20 is very good. You are definitely on the right track.

A score of 14 to 16 is average. Keep working at it.

A score of 13 or less is poor. Pay attention—there is lots of room for improvement.

In which area did you score the most Yes answers? In which area did you score the least? What actions can you take to improve your skills or attitudes? Did your results surprise you? If so, how?

Remember: None of us is as smart as all of us—and collaboration really does begin with you. Regardless of your role, you can make a difference in helping create a culture of collaboration within your organization. Collaboration is a wonderful thing to see—and even better when you are part of the experience!

Let’s Clear Up Some Misunderstandings about Servant Leadership

/ Ken Blanchard

When people hear the phrase servant leadership, they are often confused. Their assumption is that it means managers should be working for their employees, who in turn would decide what to do, when to do it, where to do it, and how to do it. If that’s what servant leadership is all about, it doesn’t sound like leadership to them at all. It sounds more like inmates running the prison, or managers trying to please everyone.

The problem is that these folks don’t understand servant leadership.  They think you can’t lead and serve at the same time. Yet you can, if you understand that there are two aspects to servant leadership:

  • A visionary/direction, or strategic, role—the leadership aspect of servant leadership; and
  • An implementation, or operational, role—the servant aspect of servant leadership.

The traditional hierarchical pyramid is effective for the leadership aspect of servant leadership. People look to their leaders for vision and direction. While leaders should involve experienced people in shaping a compelling vision, setting goals, and defining strategic initiatives, the ultimate responsibility remains with the leaders themselves and cannot be delegated to others. Once employees are clear on where they are going, the leader’s role shifts to the task of implementation—the servant aspect of servant leadership. The question now is: How do we live according to the vision and accomplish the established goals?

Most organizations and leaders get into trouble in the implementation phase of the servant leadership process. With self-serving leaders at the helm, the traditional hierarchical pyramid is kept alive and well. When that happens, who do employees think they work for? The managers above them. The minute an employee thinks they work for the person above them for the implementation process, they are assuming the manager is responsible and their job is being responsive to that manager’s whims or wishes. Now “manager watching” becomes a popular sport and people get promoted based on their upward-influencing skills. As a result, all the energy of the organization is moving up the hierarchy, away from customers and the frontline folks who are closest to the action. Servant leaders know how to correct this situation by philosophically turning the traditional hierarchical pyramid upside down when it comes to implementation.

When that happens, who is at the top of the organization? The frontline employees who work with the customers. Who is really at the top of the organization? The customers themselves. Who is at the bottom now? The “top” management. As a result, who works for whom when it comes to implementation? The leader works for their employees. This one change, although it seems minor, makes a major difference. The difference is between who is responsible and who is responsive.

When the organizational pyramid is turned upside down, rather than employees being responsive to management, they become responsible—able to respond—and the manager’s job as a servant leader is to be responsive to them. This creates a very different environment for implementation. If a manager works for the employee, as servant leaders do, what is the manager’s purpose now? To help their employees accomplish goals, solve problems, and live according to the vision.

Servant leadership is when a manager’s mindset and skill set are focused on serving others first. This new approach, combined with a clear strategic direction, creates a 1+1=3 environment where leaders develop great relationships, achieve great results, and delight their customers.

Would you like to learn more about servant leadership concepts?  Join me for a free online Livecast featuring 20 different authors, CEOs, and thought leaders from all walks of life.  It’s a two-hour exploration of the new Servant Leadership in Action book I co-edited with Renee Broadwell, which goes on sale March 6.  The event is free, courtesy of Berrett-Koehler Publishers and The Ken Blanchard Companies.  More than 3,800 people are registered already.  I hope you can join us. Use this link to register or learn more: Servant Leadership in Action Livecast.

The Power of Serving Others

/ Ken Blanchard

Our love and prayers are with everyone who is dealing with the devastating aftermath of Hurricane Harvey. So many are homeless as a result of this storm. It’s an awful situation but it’s amazing to see how people rally together to help each other in times like this. We saw it with Hurricane Katrina in 2005, with the fires here in San Diego in 2007, with Hurricane Sandy in 2013—and now it’s happening with Hurricane Harvey. We have seen and heard countless examples of people serving each other during this crisis—and I’m sure there will be more.

When someone shows up to help, they don’t say “Wait a minute—what’s your religion? What’s your sexual orientation? Who did you vote for?” People who serve others don’t come with judgment; they just reach out with support and love for their fellow human beings. I love what actress Sandra Bullock said when she donated a million dollars to the Red Cross for Harvey victims last week: “There are no politics in eight feet of water. There are human beings in eight feet of water.” Isn’t that great?

During times like these, when I’m watching the heroic efforts of people taking care of each other, I always think how great it would be if we behaved this way all the time. It shouldn’t take a crisis to bring out the best in people. What are some ways we can keep ourselves in that servant heart mindset when times are bad and when times are good? Imagine the difference we could make in the world!

For now, we need to keep focusing our love, energy, and prayers on all of the good folks in the communities hit by Harvey. Please consider donating any amount to the Red Cross (www.redcross.org), the Humane Society (www.humanesociety.org), or, to find other worthwhile organizations, go to www.charitynavigator.org to ensure your donation will be used to help people affected by Harvey.

We are at our best when we stand together. Keep pumping out the love and the prayers! Good on you all!