Author Archives: David Grossman

The Commitment to Lead: Passion for Results

Commitment to Lead - Passion for Results | Leadership Worth Following

Individuals vary in what energizes and motivates them. As leaders, you can engage others and make them want to do well for you by learning to recognize and leverage what motivates members of your team. Communicate what you need from others and get them to commit by ensuring understanding of your directions and goals to facilitate goal attainment. Consider the following to get others to do more than they believe possible:

Focus on Continuous Development.

Help others grow and learn from their mistakes, so they can see how to raise the bar on their performance and delivery.


Review Your Goals and Objectives.

If they were achieved, could the results be sustainable? If sustainability is questionable, identify steps or processes you can implement to ensure targets can be repeatedly met.


Consider Past Messaging.

Reflect on meetings and conversations held with your team. Consider the messages and tone you set for sustainable, continuous improvement. When discussing goals, increase the focus on repeatable excellence: how team members can make an impact and benefit personally. Look for ways to improve your dialogue.


Document Primary Business Processes.

This step often allows you to more easily identify potential efficiencies or improvements. Also, document the process for meeting large goals. Share these success stories with your team and entire organization to help others learn.


Tie Efforts and Performance to Bigger Picture.

Show everyone how their work is influencing the broader organization. Highlight a higher organizational purpose.


Set Stretch Goals.

Strive to deliver more than requested or promised for every project or task. Continuously challenge yourself and others to do more than you think possible or have done before.


Recognize and Celebrate Achievements.

Acknowledge when members of your team exceed expectations. Use this positive reinforcement to help establish a norm of excellence.


Look in Mirror.

This process starts with you. Don’t just deliver upon expectations – think about how you can truly delight your customers, both internal and external. Make this your personal pledge.


Learn More. To learn what you and your team are passionate about, please consider our new DRiV™ personality assessment tool. By evaluating what drives and drains people in their careers, the DRiV can help predict optimal leadership styles, determine effective team composition, and implement more engaging work practices. Click to learn more.

Leadership Development Services. For information about LWF’s full range of services designed to strengthen your organization, teams, and individual employees, please visit our website.

Dale Thompson of LWF on Leadership Podcast

Dale Thompson LWF Podcast

Dale Thompson, Founder and CEO of LWF, was recently featured in the “Lead Without Losing It” podcast. In this 45-minute episode titled “Worthy Leadership”, Dale shares interesting real-life anecdotes with host Jonathan Hoover as they discuss a variety of leadership topics including:

  • The Origins of LWF’s Worthy Leadership model
  • The Importance of Character and Forgiveness for leaders
  • Thoughts on Screening for Character when hiring
  • The Three Phases of LWF’s Coaching Model: Align, Aspire, Transform
  • And advice to leaders for self-coaching

 

Investing In Positive Change: Trauma Healing In Central America

At LWF, we believe in modeling leadership worth following in all our activities, including our philanthropy. Each month, LWF invests a significant portion of our revenue to local, national, and global nonprofit organizations. Our team members also volunteer their time supporting these important causes.

Earlier this year, Marilyn Goerz Davis of LWF traveled to Central America to assist various organizations helping people traumatized by violence and crime, personal and family tragedies, and natural disasters. LWF funded travel and expenses for some facilitators and participants as part of our commitment to positively change the world. In this story, she describes training sessions given to community and church leaders in several different cities.


Mission Trip Report

by Marilyn Goerz Davis
January–February 2019

With all the opportunity to further the trauma healing work in Central America, I am very thankful for the financial support that enables me to contribute my efforts! The program I am promoting and delivering is “Healing the Wounds of Trauma,” from The Trauma Healing Alliance. This program based on sound mental-health principles and the Bible was designed so that people with any level of education could be equipped to help others in their communities heal from the disastrous effects of traumatic experiences.

In January, I went to Managua, Nicaragua to work with Leanne Geisterfer of World Renew where we led a training workshop hosted by Centro Nehemías, a non-profit community development organization. We trained 36 community and church leaders to lead healing groups. All seemed motivated to apply what they learned. World Renew has since brought in a full-time worker specifically to support, encourage and mentor these trainees for a year. This should really help the ministry take off! Another initial training workshop is planned for April, and an advanced workshop will be offered in July to all who have completed their practice requirement. Others who have Training Facilitator certification can lead the initial training but a Master Facilitator is required to oversee the advanced training so I will likely go back then.

With the political situation in Nicaragua, there is general agreement that most people are traumatized and a desire for resources to help. I had been hesitant to go there but was reassured by receiving an official government approval to “lead a spiritual retreat” and reassurance from World Renew missionaries of the attention given to safety. Although the government has shut down human rights efforts, they are still willing to allow religious events. They recognize that the people are traumatized but attribute it to the “terrorists.”

My next trip was to San Salvador where I was asked to lead an Advanced Training and mentor 2 Training Facilitators from Guatemala. We found those who had been through the Initial training lacked a clear understanding of the certification expectations. The Bible Society there had just hired a program manager for trauma healing whom I invited to the Initial training in Tegucigalpa so she would better understand the program. She attended and found it very helpful, which should enable her to support their program more effectively.

On February 16, I flew to Tegucigalpa where I first went back to Comayagua where we had done Initial Training in trauma healing in October 2017. Since not many of those trained had gone on to practice what they had learned, I met with 8 who expressed interest for a 1-day refresh workshop. Afterwards those who attended said they felt much more confident and prepared to put their learning into practice.

Next, I went back to Tegucigalpa to meet up with Marilyn Reeck, the SIL missionary I have worked with before, and Leanne Geisterfer of World Renew. We went on to a retreat center where we trained 36 people from various Honduran ministries. There was a waiting list of a dozen more for this training and we were encouraged by the strong interest. The Honduras Bible Society sent their Project Director who seemed quite impressed with the program and expressed a commitment to begin promoting it. This was a breakthrough, as previous efforts to get them involved had been unsuccessful. Receiving the training helped him understand that suffering trauma can create a barrier to God’s Word entering and transforming people’s hearts.

From Tegucigalpa, Marilyn Reeck and I flew to La Ceiba, where she lives and where we have done a good bit of trauma healing work in the last 2 years. There, we met with a group who had previously completed both Initial and Advanced Trauma Healing training, to encourage and continue mentoring them. We heard several stories of wonderful healing there due to the impact of the healing groups. Becky Fillpot, who with her husband leads a ministry to children and youth in one of the worst areas of town, plans to start community groups in 8 barrios beginning with trauma healing.


After final preparations, we flew to Puerto Lempira, a town in the La Mosquitia area only accessible by air or water. This is a beautiful but impoverished area, somewhat primitive, including terrible dirt roads, outhouses for many homes and at the church where we met, often no running water, and unreliable electricity except where people had their own generators.

For the past year, two indigenous pastors and their wives, who had received the trauma healing program training in La Ceiba, worked on developing a story line for the trauma healing lessons that would resonate with the Miskito people, and had translated the materials needed for a story-based version of the program. We piloted this with 33 pastors and leaders of home churches from the area. The two indigenous pastor facilitators led most of the stories and discussion in Miskito while Marilyn R and I advised and presented some of the logistic lessons with one of them translating. Most participants had walked for hours from small towns to attend the week-long training. The Moravian church loaned us their large church building for our meetings.

The pastors who promoted it said being able to bring this to their community was “a dream come true!” and the participants expressed immense gratitude for the healing experience and the training, as well as a commitment to begin healing groups in their churches and communities. It was beautiful to see God already at work healing the hearts of the attendees.

Pastor Ludy who lives there made arrangement for the participants to bunk in some open apartments and organized all the logistics.

The pastor’s board house, elevated to catch the breeze. In the space below the house, you can see one of the smaller groups from the workshop learning to tell the stories. His wife and other women cooked all the meals and served them at their home.

This model of the program is designed so that they can lead it completely orally, since many in the area do not read and write well, and even pastors have few if any books besides their Bibles. Participants were given booklets with all the stories and activities as well as micro-SD cards with recorded stories that they could put in their cell phones. I had not known this was possible. We bought a few cell phones for those who did not have them to share by church or small town. They don’t even need to have phones activitated to use the recordings, which is great because many of them only buy minutes at convenience stores as they are able.

THANK YOU for providing this blessing to the people of Central America!

Cara F. Wade, PhD, Promoted to Senior Vice President of Leadership Worth Following, LLC

Cara Wade | Leadership Worth Following

Dallas – April 3, 2019 – Cara F. Wade, PhD, has been promoted to senior vice president of Leadership Worth Following, LLC (LWF), a Dallas-based leadership consulting firm. In her new role, she will continue working with clients in leadership positions across a variety of industries, helping them address critical talent needs including assessment, succession planning, coaching, team alignment, and training.

“This promotion acknowledges Cara’s strong vision, intelligence, creativity, and spirit of innovation,” says A. Dale Thompson, PhD, LWF’s founder and CEO. “She is playing a vital role helping lead LWF and our clients to a brighter future.”

During more than 10 years at LWF, Dr. Wade has earned recognition from LWF clients. “Cara has a deep understanding of Kalsec’s organizational culture, evidenced by her work developing selection and development processes for key company leadership roles,” says George Todd, executive chairman of Kalsec, a food ingredients manufacturer based in Kalamazoo, Michigan. “Her inspired work is helping make our company’s vision possible: to be ‘private and sustainable’ for one hundred years. Cara has won our trust and admiration, and has made a huge impact on our capabilities!”

Throughout her career, Dr. Wade has shared her passion for studying workplace gender issues and work-life balance. In 2018 she participated in a panel discussion about gender roles and biases at the S.H.E. Summit in Dallas. She co-authored a chapter in The Oxford Handbook of Work and Family, addressing work-life balance from an organization’s perspective. Her other research topics have included assessments of C-Suite executives and high-potential employees. Before joining LWF, Dr. Wade managed core people processes at PepsiCo, including the performance management process, organization health survey, 360-survey, and people development systems.

Dr. Wade earned both her PhD in experimental psychology and master of science degree in industrial organization psychology from the University of Texas at Arlington. She earned her bachelor of arts degree in psychology from Baylor University. Dr. Wade is a member of the Society for Industrial Organizational Psychology.

About Leadership Worth Following, LLC (LWF)

Leadership Worth Following, LLC (LWF) is a Dallas-based consulting firm specializing in leadership development consulting, assessment, and talent strategies that deliver results. LWF serves leading and aspiring companies across virtually every industry and organization size, including Fortune 100 companies, privately held firms, family businesses, and nonprofits. Each year, LWF personnel and programs assist more than 2,000 people in elevating their effectiveness. In launching its proprietary assessment tool, the DRiV, LWF expands its capabilities by helping organizations discover what drives and drains their leaders, teams, and cultures.

Media Contact

Warren Djerf, Brookside Communications Group
(952) 920-3908 or warren@brookcomm.net

Feeling Lucky? What’s Your Attitude at Work?

Around St. Patrick’s Day, the Irish get credited with embodying and enjoying an extra measure of luck. Even if you’re not a wee bit Irish, your attitude about luck could influence your career. How can you best leverage it for success?

From more than 4,000 assessments conducted the past three years with our DRiV personality assessment tool, we explored combinations of four different scales associated with various ways people perceive and handle risk:

  • Caution: How scary is risk?
  • Competition: How big of risks do you take? How frustrating is failure?
  • Persistence: What do you do when things start to “go south”?
  • Deliberation: How careful are you in managing risk?

Who Are You? When considering these four scales in combination, we found they are embodied in four distinct personality types distributed almost evenly across the population. Which description fits you best?

Lucky Ones.

You are highly competitive, but paradoxically quite sensitive to failure. You set very high goals, but you also really don’t want to fail, so you pursue many different interest areas. This helps you diversify and manage risk. You don’t focus on one specific thing, because failing would be a huge blow to your self-esteem.

Success Tip: Take some time to inventory your skills, passions and the needs around you. Where these three overlap is your area of highest return on investment (ROI). Stop investing so much energy in lower-ROI activities. Find 1-2 things you need to “double down” on – then do them! Also find people who will hold you accountable to that strategy.


Dreamers.

You are fast-paced, competitive and a risk-taker with highly ambitious personal goals. You downplay the reality of risks and simply tell yourself that if you work hard enough you can achieve anything. This is the “overconfident” type of luck.

Success Tip: Check the reality of your goals, being willing to redefine or lower them. Calibrate goals with others less optimistic and confident, but whom you trust and respect. Your personal network can advise you when you’re over-investing into a failing strategy; sometimes you have to cut your losses.


Settlers.

You’re not all that competitive and you may feel skeptical at times of your ability to effect much change. As a result, you simply set lower, very achievable goals for yourself. You might find yourself giving up quickly when your goals start to seem unachievable, which could indicate a type of “learned helplessness”.

Success Tip: Harness the power of planning by gradually setting goals that stretch you just a tiny bit – then build (and execute) a clearly defined plan to help you reach those goals. Track these incremental goals and periodically review how far you’ve come.


Planners.

You’re slow and steady, not worried about failing, and you set realistic, achievable goals. You plan carefully and move methodically; you are diligent, careful, and hardworking. You likely don’t believe in luck because your goals are so realistic.

Success Tip: Find something you’re really passionate about to help inspire you to elevate your goals. Partner with more optimistic people who will challenge you to reach higher. Look for ways to shake things up like reworking your plan so you hit your goals faster, or making your goals bigger, or broadening your scope to target multiple goals simultaneously.

8 Leadership Lessons: Stay Strong!

Winter can be a long, trying season for many – but spring is just around the corner. For leaders, too, each “season of leadership” requires resilience, adaptability, and hope for the future. Advance your own leadership development by considering these eight leadership lessons:

1 Stretch Yourself.

If you tend to defer to others who are louder or more persistent than you, push yourself beyond your comfort level and practice advocating more for your position. The person who persists the longest often gets their idea adopted.

2 Follow Through.

Persisting at problem-solving through completion sends a strong leadership lesson that you want issues resolved quickly and effectively.

3 Share Power.

Resist taking responsibility for the decisions of your direct reports. In areas that are clearly their domain, lend your expertise, but stop short of making decisions for them. Coaching people to take responsibility builds their skills and independence.

4 Model Risk-taking.

When appropriate, talk through problems with your direct reports, and describe how you arrived at your decision. As a leadership lesson, discuss risks involved and issues you considered.

5 Trust, but Verify.

If you delegate an issue to someone else, be sure to follow up. Ask for updates and progress reports, being sure to let others know you are in close contact.

6 Just Say “No”.

When “no” is necessary, do not procrastinate or try to “soften the blow” by being tentative. When refusing a request is best for you, your team, or your organization, explain your rationale clearly and firmly.

7 Do Your Homework.

When facing a tough decision, such as trimming the budget or downsizing, carefully analyze various alternatives, get others’ input, and settle on the course of action. You will then have the necessary background and data to clearly communicate your decision.

8 Utilize Whole Messages.

When asserting your needs or position, deliver your points using “whole messages” that include clear statements about data, your thoughts and feelings, and a clear articulation of your goals. This will make your thinking more transparent to others, while being direct about your needs.

Improving Artificial Intelligence When Coaching Employees

Artificial Intelligence

When coaching employees, even artificial intelligence could benefit from a boost of individualized attention.

A recent New York Times article described a new technology firm, Humu, that is applying the power of artificial intelligence (or A.I.) to help increase employee happiness at work. The company, started by former Google employees, analyzes data from workplace surveys to discover and prioritize workplace changes that would make the largest positive impact on the most employees.

Giving Nudges.

Fueled by A.I., Humu’s trademarked “nudge engine” contacts employees by e-mails and texts, and encourages them to undertake actions, even small ones, that help raise the overall happiness level for the workplace.

According to the article, Humu uses “machine learning…[to]…tailor the timing, content and techniques of the messages it delivers based on how employees respond.” Employees at all levels could be targeted; the article included these examples:

“At a company where workers feel that the way decisions are made is opaque, Humu might nudge a manager before a meeting to ask the members of her team for input and to be prepared to change her mind. Humu might ask a different employee to come up with questions involving her team that she would like to have answered.”

The article also raises the question if coaching employees with this “nudge approach” will be considered helpful or too controlling. That answer will likely vary by specific company and individual employee. The risk of a “Big Brother” mentality certainly exists with any such technology.

Harnessing Personalized Intelligence.

At LWF, we believe the type of tailored, personalized information made possible by our DRiV personality assessment tool could help this new A.I. innovation be even more beneficial when coaching employees.

Based on more than 50 years of research, the DRiV is a new look at personality, motives, and values. It was designed to measure what “drives and drains” human behavior – including what drives and drains people at work. The personalized intelligence provided by the DRiV can help with coaching employees by better predicting optimal leadership styles, determining effective team composition, and implementing more engaging work practices.

For example, a manager aware of each of her team members’ unique DRiV profile and drivers could use an A.I. tool like Humu to help nudge herself to engage in management behaviors targeted at optimizing these drivers. This is especially true if she as the manager tracked her own behavior and if employees tracked their own engagement levels, such as with a daily one-question survey.

Looking Ahead.

Over time, this complementary system of personalized intelligence and A.I. could start learning which management behaviors would be most likely to increase employee engagement and happiness. Coaching an employee high in creativity might best involve sitting down with him to riff on ideas. If you recently did that, maybe next try sending him an article that will spark his creative imagination. Or maybe another employee highly values collaboration and her engagement has been waning. As a manager, look for an opportunity to pair her with another employee.

The possibilities and potential are exciting for the workplace of tomorrow – and beyond. We’ll be watching where the future goes with A.I. and coaching employees, and look forward to positively impacting this evolution.

5 Tips for Becoming an Executive Coach to your Team

At LWF, we work with a wide range of businesspeople and organizations interested in our executive coaching services. One misperception we sometimes hear is the belief that executive coaching should primarily focus on advancing that executive’s own career. While that may be a long-term goal, we believe executives should first help nurture the careers of those around them.

While every executive coaching relationship is unique, here are 5 general tips:

1 Don’t Wait.

Resist the tendency to put off dealing with people. Have the courage to initiate difficult conversations and say what needs to be said. Remind yourself of the importance and long-term benefit of your contributions to developing people.

2 Be Genuine.

When giving feedback, don’t be brutal; combine honesty with sensitivity. Make sure you are open and forthright with feedback so the message does not get lost. Speak with facts and feelings. Remember that honest feedback is necessary for people to grow and develop.

3 Face Conflict.

Recognize any reluctance to deal with conflict within yourself and your team. Talk openly and directly about handling conflict and the benefits of reaching constructive outcomes. Facilitate collaborative discussions of challenging issues.

4 Encourage Stretching.

Provide your direct reports with the stretch assignments needed to grow and meet challenging objectives. Help them to learn from their mistakes and build in their areas of strength. There is too much to be done for you to do it alone. Deal more directly with sub-optimal performers, striving to help them learn and advance their careers.

5 Reward Progress.

Frequently assess what is working and what needs to be reevaluated. Find ways to motivate your direct reports to better serve you, their team, and the organization. Recognize and respect the process, and offer appropriate rewards. Remember that your people play a vital role in making your organization great.

Resolutions & Motivations

Resolutions & Motivations | Leadership Worth Following

The latest (Nov./Dec.) issue of Harvard Business Review features an article about motivating people, specifically related to goal setting (“Why You Should Stop Setting Easy Goals”). It focuses on challenges managers face when motivating a team: balancing goals that are high enough to challenge yet low enough to not cause discouragement. The authors cite research that shows, in certain situations, people perceive higher, more challenging goals as easier to reach and more appealing than lower goals.

This article’s findings align with broader research showing that our brains are more wired to avoid pain than they are to seek pleasure. How does this link with goal setting? Setting an easy, status-quo goal is – paradoxically – a bit more threatening because there is no upside. If you fail, you have no one or nothing to blame but yourself. However, if you set a hard goal, it’s simple enough to justify your failure as being due to the goal’s difficulty.

In this season of New Year’s resolutions, we’re diving into this goal-setting topic a little deeper and offering some practical suggestions.

Multiple Goal Factors.

With our new DRiV personality assessment tool, we’ve studied the results of more than 4,000 individual assessments conducted the past three years. The DRiV helps organizations discover what drives and drains their leaders, teams, and cultures.

In the field of psychology, goal-setting research often considers two major aspects: goal difficulty (hard vs. easy) and goal source (internal vs. external). Our DRiV research shows these goal factors interact in multiple, interesting ways:

  • People with a HARD GOALS mindset are 73% more engaged on average than those with an EASY GOALS mindset.
  • The HARD GOALS mindset can be characterized as tough, sometimes unyielding in standards, unwilling to give up, and having a tendency to downplay the possibility of failure and its potential scariness.
  • People with a HARD GOALS mindset are 55% less burnt-out on average than those with an EASY GOALS mindset.
  • People with an INTERNAL GOALS mindset are 72% less burnt-out on average than those with an EXTERNAL GOALS mindset. The INTERNAL GOALS mindset embraces goals that are grounded in one’s own personal values, that push an individual to grow and stretch, and that are not related to vanquishing a competitor.

Here’s a visual representation of these DRiV findings:

Setting Your Own Goals.

If you’re considering making your own New Year’s resolutions, remember that Hard/Internal goals offer the greatest upside. Here are four suggestions:

  1. Make them challenging. Do something that scares you a little and forces you to learn something new.
  2. Keep them measurable. Track and celebrate your success in ways meaningful for you.
  3. Choose something you truly find enjoyable, aligned with your values.
  4. Avoid a competitive, “keeping-up-with-the-Joneses” approach, which invites stress and frustration.

From all of us at LWF, we wish you a happy & productive New Year!

Envisioning the Future: 9 Tips for ‘19

Envisioning the Future | Leadership Worth Following

As another year winds down, anticipation builds for the opportunities ahead in 2019. How can you fully engage your team in envisioning and goal-setting for a successful future? Here are 9 tips:

1 Communicate a Clear Vision.

Ensure it’s aligned with your organization’s mission and strategy. Clarify other people’s roles and responsibilities in attaining the vision.

2 Contribute in Small Ways.

Contribute to the conversation even before you may feel entirely comfortable or before your thoughts are fully vetted. Work in your ideas early, allow others to respond, and then incorporate their reactions into your replies.

3 Find Your Voice.

Leadership success entails more than just implementing someone else’s vision. Find your own voice, develop your plan, gain the commitment of others, and make it happen.

4 Involve Your Team.

Poll them for insights and help in generating new possibilities that can make the greatest impact next year – and beyond. Challenge each other to consider perspectives outside your organization.

5 Study Trends.

List five emerging trends likely to affect your industry in the near future. Brainstorm with your team about ways to capitalize on them, finding new opportunities to create value. What else is possible? What is restricting your options?

6 Exit Your Comfort Zone.

Tackle an initiative you know little about – something that requires you to step out of your comfort zone and be innovative. Use your resources and don’t be afraid to ask questions!

7 Draw on Real Life.

Utilize specific examples drawn from real-life circumstances to make your vision tangible to your team members. Convey connections between your vision and the organization’s overall goals.

8 Share Your Energy.

Inspire action without relying solely on your authority. Challenge others to continuously improve and add value to their team and the organization.

9 Trust – and Celebrate – Others.

Recognize and reward significant achievements of others. Communicate the achievements of your team to higher levels in visible, positive ways.