Leading in the New World of Work

Just when we were beginning to adapt to all the changes at work due to the pandemic, things are changing again as people head back into the office. You might be tempted to say that everyone is returning to business as usual, but in many ways, that term no longer applies.

As Scott Blanchard, president of The Ken Blanchard Companies, explains, “We’re not going home to whatever work was like before. We’re pivoting into the future and reorganizing ourselves in a way that takes advantage of new realities.”

How are you navigating this transition to the new world of work? If you are a leader, you’re probably feeling torn. On the one hand, you have concerns about people’s safety. On the other hand, you feel the pressure of financial commitments and marketplace demands. How do you resolve these seemingly opposing forces?

Communication Is Key

The first step is to communicate, communicate, communicate! It’s always important to keep information flowing, but it’s crucial to do so during times of transition.

People appreciate hearing from their leaders. For example, at the beginning of the pandemic back in March 2020, Scott began sending out a weekly email to everyone in the company. These weekly emails expressed everything that was on Scott’s mind—the good, the bad, and the ugly. Even when the news was dire—such as having to cut back on staff and services—Scott was candid and compassionate. He gave people information with as much advance notice as possible and explained the leadership team’s thinking behind every major decision. On Zoom calls with the company, people could see the pain and anguish on Scott’s face as he discussed some of these decisions.

The response from the company was an outpouring of support for Scott. People empathized with the difficult position of being a leader in such a tough time. When we had our People’s Choice Awards earlier this year, people chose Scott for the top award—the Most Values Led Player—even though his name wasn’t officially on the ballot.

Whatever decisions you and your leadership team make about the return to work, inform people about your decisions with candor and compassion.

Adapting to a Hybrid Environment

Leaders can smooth the way for a successful transition back to work in several ways.

First, recognize that the pandemic caused a major shift in the way people think about work. Today’s workers don’t think of work as a place they go; they think of work as something they do.  According to a recent Gallup poll, 35 percent of full-time employees say that, given the choice, they would continue to work remotely as much as possible. This means that your workplace will probably be a hybrid space designed to accommodate people who come to the office as well as people working remotely.

Second, create conditions that make it easier for people to get work done. “People don’t want harsh lighting and cubicle farms with no places to rest and relax,” says Blanchard Senior VP Shirley Bullard. “Give people motivation to come to the office by creating areas that are comfortable and inviting.” For example, people coming back to Blanchard’s offices will find a new hobby room, massage room, meditation room, and lots of places to gather on comfortable sofas and chairs. While it may seem counter-intuitive, changes like these increase employee engagement and productivity.

“Coming to work is a way to beat the virtual fatigue,” continues Shirley. “Socializing with others at the office breaks up the monotony of back-to-back Zoom meetings.” People are more brilliant when they have a sense of autonomy and are not fatigued.  Plus, bumping into people at the office leads to impromptu conversations that can spur innovation and motivation.

Third, meet with the people you lead. Get together in person at least once a month, if possible; more often is even better. Ask them how they’re doing in their new, hybrid work environment. Let them know that your organization’s policies might be changing as the situation evolves. Understand each person’s circumstances, listen to their concerns, and help them resolve any issues.

Learn More in Our Seminar Series Starting June 16

To explore more ways to create a successful return to work strategy, join us for a complimentary, five-part webinar series on Returning to the Workplace: Exploring a Hybrid Model. Register for any single event—or all five—using this link: https://www.kenblanchard.com/Events-Workshops/Returning-to-Workplace-Series.

Coaching and Servant Leadership Go Hand in Hand

As many of you know, I’m a huge proponent of servant leadership, which is all about putting your people first—giving them the right amount of direction and support for the task at hand and then getting out of their way so that they can do their best work.

There is an element of coaching in every servant leader’s skill set. In fact, being an effective coach requires four communication skills that are also key elements of servant leadership. Here’s how those skills play out in the workplace.

Listen to Learn

When we think of the characteristics of a great leader, being a good listener is always one of the first that come to mind. Why? Because people appreciate a manager who cares about what they think. When you begin a conversation with someone, eliminate distractions so that you will be present and focused. Open your mind to their ideas and perspectives. Resist the temptation to interrupt—allow the person time to think before they speak. Pay attention to nonverbal clues such as tone of voice. Restate your impression of what the person said, or wait and summarize the full conversation at the end—so that they know you understand their point of view. Think of this as listening with the intent of being influenced.

Inquire for Insight

This is about drawing out ideas from the person you’re having a conversation with. Use well thought-out questions to seek information, opinions, or ideas that will help you understand exactly what the person is saying. Open-ended questions encourage communication; for example, “Can you tell me more about that?” Clarifying questions (“when” or “how”) check for understanding. Prompting questions (“what”) promote deeper thinking. 

Tell Your Truth

As a leader, sharing information can help people make decisions in the best interest of themselves, their department, and the organization. Sometimes telling your truth can be uncomfortable—but remember, people without accurate information will often make up their own version of the truth, which can be more negative than reality. Before sharing information, think: Will what I have to say help them succeed? Will this problem resolve itself if I don’t say anything? Could this information help the person avoid obstacles so that they can succeed sooner?

Express Confidence

Toward the end of a coaching conversation with a direct report, let the person know you appreciate them and have their back. Expressing confidence is the best way to build their self esteem and give them feelings of belonging and empowerment. Acknowledging people’s efforts and letting them know in specific language that they are doing a good job will go a long way toward both individual and team engagement.

Being a leader who serves and coaches gives you even more opportunities to establish and build trust with each person on your team. And here’s a bonus: also helps them get to know you better. Leadership is a pleasure when you know you are building meaningful relationships with your people.

Sharing Information About Yourself

In years past, the leader was the boss. Yesterday’s leaders shared information on a need-to-know basis and personal disclosures were rare.

Since then, leadership has evolved. Successful leaders today can no longer lead based solely on the power of their title or position. They must create genuine partnerships with those they lead, based on the following fundamental belief:

Leadership is not something you do to people;

It’s something you do with people.

So, how do you create genuine connection with the people who work with you? One of the most effective practices is Sharing Information About Yourself—which is one of the fourteen SLII® micro skills I’ve been discussing in my last several blogs.

How to Share About Yourself Effectively

Like many skills, there’s a right way and a wrong way to share information about yourself in a work setting. Let’s begin with the right way.

A good start is to share your Leadership Point of View with the people you lead. Your Leadership Point of View describes the key people who have influenced your life—such as parents, grandparents, coaches, or bosses—and what you learned about leadership from these people. It also describes key events that were turning points for you and explains what you learned from those experiences. Finally, your Leadership Point of View identifies your personal purpose and values. By sharing your Leadership Point of View, people will know your values, what you expect from yourself, and what you expect from them.

It’s Not About You

Use good judgment when sharing information about yourself. Remember, the purpose of sharing about yourself is to foster a thriving partnership. It’s not about you; it’s about creating connection.

Keep the focus on sharing information that will be useful to the person you’re leading. The information you share should put them at ease and help them relate to you. Do not waste people’s time by oversharing or disclosing personal information that could make people uncomfortable.

Before you disclose personal information, ask yourself: Will this information serve the person I am leading? Perhaps you have a personal anecdote that can help someone understand why a task is important. Maybe you have a story about an error you made that can illustrate why a certain policy or procedure makes sense. It can be helpful to share your mistakes with others, so that they don’t have to learn the hard way.

It’s Okay To Be Vulnerable

As Brené Brown contends in her bestselling book, Dare to Lead, it’s okay for leaders to be vulnerable. You might think that if you admit you don’t know how to solve every problem, people will see you as weak. Quite the contrary. When you show your vulnerabilities, rather than thinking less of you, people will think more of you. Why? Because they already know you don’t know everything!

For example, my team is aware of the fact that I often don’t know how to say no. I’ve never heard a bad idea, so I say yes too easily. As a result, I tend to become overcommitted—which puts stress on me and my team. That’s why we established a system a few years ago for me to give out my executive assistant’s business card instead of my own, so she can help screen calls and talk with me about which business proposals are realistic considering my time, energy, and the team’s resources.

Did admitting I have a hard time saying no weaken my leadership? Not in the least. In fact, it led to a solution that made work easier for all of us.

So—with others’ best interests in mind—share information about yourself with your team. You’ll be building trust, strengthening relationships, and leading more effectively.

Sharing Information About Your Organization

Sharing Information About Your Organization is, in fact, one of the SLII® micro skills—the fourteen directive and supportive leader behaviors I’ve been discussing in my last several blogs.

I’ve always been a big believer in sharing information. As a college professor, I used to give out the final exam on the first day of class—and spend the rest of the semester teaching students the answers. Why did I do this? I shared this information so that my students could master the material and get an A. After all, the point of education is to give people knowledge, not to sort them into some normal distribution curve.

The Benefits of Sharing Information

Business leaders should also strive to give people knowledge. Just as giving my students the final exam and teaching them the answers allowed them to master the course material, giving employees the information they need empowers them to find solutions and make informed business decisions.

Today’s most successful leaders know how to create a partnership with the people they lead. They view people as working with them rather than for them. Managers skilled in SLII® don’t just tell people what to do; they actually provide resources and information to help people do their jobs.

When employees learn more about the organization, they can see where their individual work fits into a larger context. They work faster and smarter, because now they have access to organizational resources and knowledge. Knowing that their tasks have meaning and connect to a larger purpose boosts people’s motivation and increases their job satisfaction.

Transparency Creates Trust

Being transparent with information about your organization—even information on sensitive topics such as future business plans and strategies, financial data, industry issues, or problem areas—communicates a sense of “we’re in this together.” This kind of information sharing builds trust and improves morale. It also encourages people to act like owners of the organization, which ultimately improves the bottom line.

More and more organizations are realizing the benefits of sharing sensitive information. A study from Robert Half Management Resources found that 56% of private organizations provide at least some employees with regular updates on the company’s financial performance—a 32% increase over 2012.

Sharing sensitive information has benefitted our own organization. When the events of September 11, 2001 created a crisis in our company’s bottom line, the leadership team opened the books to show everyone how much the company was bleeding, and from where. This open-book policy unleashed a torrent and ideas and commitment to increase revenues and cut costs—and the company emerged from the crisis stronger than ever.

Information Sharing in the Age of COVID-19

Fast-forward to 2020, as organizations around the world adapt to the challenges of the COVID-19 pandemic. Our new president, my son Scott Blanchard, has been living his value of forthrightness by writing weekly updates to the entire company about how COVID-19 is impacting our business. Scott candidly shares information about our company’s finances and survival strategies—and the news often isn’t pretty. “It is a cruel irony that the values I cherish are not only being tested but pushed to the limit,” he wrote in an all-company e-mail. “While I can’t foresee what will happen ultimately, I remain committed to these values and to the values we have leaned on in the business during the most trying of times.”

When leaders share information about the organization, they multiply the number of intelligent minds working to solve problems. In our own company, this has led to a revolutionary transformation from classroom to digital learning. As Scott puts it, we’ve shifted from surviving to thriving—and it wouldn’t have happened without the commitment and brainpower of our associates.

That’s why I so often say: “No one of us is as smart as all of us.”

Providing Rationale

As a leader, there’s a lot you can do to help people get things done while also boosting their motivation and confidence. We call these leader behaviors SLII® micro skills. Continuing our series about these leadership skills, in this post I’ll discuss Providing Rationale—a supportive behavior that too many busy leaders overlook.

Answering the Question “Why?”

Nobody wants to do meaningless tasks. Sometimes, without a bigger perspective, certain tasks may seem confusing—or worse, pointless. People who aren’t given reasons for a request are more likely to ignore or resist that request.

By Providing Rationale, leaders answer the question, “Why?” Take time to explain to people the reasoning behind a request, and how their work will help achieve larger goals. Give people a mental picture of what’s needed.  What will it look like if what you would like to see happens?

Creating an Environment of Mutual Respect

If you simply assign a task without giving a rationale, the person is left to guess at your reasons for making the request. That’s demotivating; they may wonder why they should bother to do it at all.

Also, assigning a task without providing a rationale doesn’t allow the person to apply their own knowledge and skills to analyze and solve problem. They’re not called to stretch and grow. Their creativity is stifled. Consequently, they aren’t invested in the result. Not only does this undervalue the individual, it also hurts the organization.

Providing Rationale creates an environment of mutual respect. When you explain your reasoning and the bigger picture, you show respect for the person’s intelligence and give them an opportunity to respect your thinking as well.

Equipping Future Leaders

In our book Helping People Win at Work, Garry Ridge writes about an experience from his teenage years that taught him the importance of providing rationale. He was working for a man named Jack Lambert, who used to repair tennis rackets:

“I remember one day watching him regut and restring a racket. It took him hours to do this one racket. I said to him, ‘Mr. Lambert, why do you spend so much time stringing one tennis racket?’ He said, ‘Garry, someone will play an important game with this racket. They’re depending on the quality of my work for the result they get.’

Garry learned early on that when you explain the reasons behind an assignment, you empower the person you’re leading to take ownership of the results. As a teen, Garry also worked for a hardware store owner, Warren Knox, who provided him with a rationale for keeping the store organized and clean: “If you expect people to come in and shop at your store,” he told Garry, “it’s got to be appealing and inviting. It’s got to provide a warm and attractive atmosphere.”

As Garry recounts: “I remember when Warren Knox’s father died. He left me alone to take charge of the store for two days. He just turned over the keys to me and said, ‘You know what to do.’ And I did. I ran the store for him during those two days. I opened the store. I made sure the product was out. I handled the money. When he came back and I gave him his keys, he didn’t question anything. He taught me how to get an A, and he knew I would be an A player when he was gone.”

So, when you assign a task or project, remember to provide a rationale, because when you answer the “why?” question, people will be better equipped to step up and make the organization a success.