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Successful Leadership Comes From Leaning Into Your Own Style

Effective Leadership

The Best Leadership Style is YOURS

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We’re more successful when we lean into who we are and not try to be someone else.

There’s a I use when talking about leadership style: “leading from your core.”

We’ve all heard the word “core”: core strengths, apple core, core functionality, etc.

The word “core” was first used in the early 14th century and means “heart or innermost part of anything.” Whether it has French (“coeur”) or Latin (“cor”) roots, it means “heart.” (Yes, I’m an etymology geek—I looked it up.)

I use the phrase “leading from your core” to mean understanding who you are as a leader: your style, strengths, hot buttons, goals…and then leaning into it.

Often, we see someone else having success and wonder if their way is better. Or we learn about a new approach and want to try it out.

There is nothing wrong with exploring other options in your leadership approach.

However, when we move forward without holding it up to a mirror first, we’re taking a big risk it will backfire.

Here’s an example. I worked with a manager years ago who was everybody’s friend. Jim had a quick wit and made jokes all the time. His style was very casual. Nothing was a “big deal” to him.

My style is calm, a bit more serious, and friendly. I can’t tell a joke to save my life!

What if I was looking for a better relationship with my team and tried to imitate Jim’s style?

If I came into the office and started joking around with everyone, what would happen? Things would become awkward very quickly and I’d lose the trust I’d built up with my team.

The truth is, you can’t fake who you are. Even if you’re meeting someone for the first time, subconsciously they can tell something is “off.” You won’t be able to build that trusting relationship you need to succeed as a leader.

But there is good news: all leadership styles can work, and work well!

The key is consistency.

It’s stressful when we walk into someone’s office and don’t know “who” it is we’re going to find. We can’t mentally prepare. When we can’t anticipate, we automatically become on guard.

So, as a leader, if I’m consistently calm and friendly, then my team learns this is normal for me and can relax because they know what to expect in any given interaction.

Finally, if I’m consistent, it doesn’t matter if my team member’s style doesn’t mesh with mine. Because if we know what to expect from someone, we can prepare the best approach for a good encounter.

And it’s much easier to be yourself than someone else, don’t you think?

Will This Project EVER Be Over?

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Waving Goodbye
When can we wave goodbye to our project?

Your project went Live – CONGRATULATIONS!

So… why are you the first person who is contacted when there’s an issue? Why are your team members constantly answering support calls? And why is your name still being tossed around as the process owner?

You’re all trying to move on from the project – you have a new project and other work to do!

When will this project be OVER?

The answer comes down to transition planning.

When we’re planning a project, our minds are focused on near-term questions like:

  • When should we freeze requirements?
  • Who is going to be involved in testing?
  • Do we have the right level of documentation?

It’s really tough to look way down the road…past Training…past Go Live…and around the bend from Lessons Learned.

The risk is: if we don’t envision what “business as usual” will look like post-project, and plan for that, we may find ourselves supporting it forever!

Planning for this transition is done, well, during the Planning Stage of the project. It doesn’t need to be finalized at that point, but a solid draft needs to be created. As you move through the project, periodically review the plan, and finalize it during Execution, when you really understand the extent of training and support it will need.

The good news is that planning the transition is not as daunting as it seems. You have most of the information from the start. Here are a few questions to ask when you’re drafting:

  • Look at the priority and purpose of the project. Is it a special one-time project like a new marketing campaign? If it’s a process that will become part of normal operations, consider what happens when a new person joins the organization – or something changes in the process?
  • Is the project short term, like launching a new product, or long term, such as rolling a division into your ERP system? If it’s long-term, there may be upgrades or follow-on work to consider. Which departments need to understand the initial project work and documentation? Which pieces need extra time for knowledge transfer?
  • Look at the departments assigned to the project team. Is there IT involved? What about Quality? Which business units? These departments will have a role in maintaining the new process or system after you’re Live
  • Is there user training required to roll out the project? If so, you will need to consider pulling in the Training department or generating training material for new users.
  • What about on-going documentation? More than project artifacts may have your team’s name (and yours) all over it. Who needs to own which documents in the future? Who updates the documentation and is there a criteria established?

Presenteeism Part 2: Is Your Team Working Overtime?

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Is your team working when they should rest?

I read a study a while back that said “presenteeism” is a much bigger problem in the US than absenteeism. And I don’t think any of us need a study to know that’s true!

Last week I talked about the effect of presenteeism on our projects when WE show up even though we’re sick or burned out. Our minds don’t work as fast. We can’t process all the information coming in and start to make poor decisions.

Taking a break would benefit our team and project as much as ourselves.

But we’re not the only ones who show up and stay there when they should rest.

Your team does it, too.

They may not be “running the show” but they also have deadlines, more work than reasonable, and several work streams going on at the same time.

Instead of calling in sick, they show up because they don’t want to disappoint their teammates (or you). They have a a mountain of work and don’t want to do it on the weekend. Or they’re just about done with an activity and don’t want to lose momentum.

Every project has periods of intense work and long hours. But it shouldn’t be the norm.

When someone is sick and physically in the office, it has the added risk of passing the germs around. These days we’re all hyper-aware of illness so it’s an easier task to convince our team members to stay home.

But as I write this, most corporate employees are still working remote.

So when someone is not feeling their best…they can still turn on their computer and log on!

They still show up for meetings, still try to hit their deadlines and attempt to be productive.

When we have 24 hour access, it’s hard to separate work from home. Boundaries blur. It’s incredibly tempting to “hop on for just a little while” and end up being on-line for hours.

Presenteeism in our teams can cause mistakes that filter through each department so everyone is affected. Or a small issue with data isn’t caught until a month later when it’s a mess to untangle and fix.

And just like when we’re not 100%, it’s tough for them to process information, they become less tolerant of everyday issues, and it takes longer to recover.

So, while we need to make sure we’re not over-working ourselves, we also pay attention to our teams.

Here are a few watch-points:

  • How many hours are they putting in on a daily basis?
  • What times are they sending email?
  • Is there a change in their demeanor – are they less patient or tolerant?
  • Are they mentioning something new in their environment (i.e. kids home or caring for an elderly parent)
  • Do they look/sound different?
  • How are they acting in meetings – or is there a change in their show up rate or time?

This is not an exhaustive list. But any of these can indicate some presenteeism is going on. Then we need to take the next step and speak with the team member.

But be prepared for denial and pushback. It’s hard to stop the work-train once it gets going.

Presenteeism is cultural within the organization and the team.

Project Managers have a big influence on our project’s culture. We set the tone from the very first meeting and our teams will watch what we do throughout the project.

They will notice when we’re asking them to hit impossible deadlines or encouraging late night work. They will note when we come to work sick or skip vacation.

How we set the standards and stick to them over time is critical.

We all want to be present with a positive attitude, energy, and a clear mind. Making sure our team is not over-working or showing up sick goes a long way to maintaining a project that is not just efficient, but more enjoyable for everyone.

And the project outcomes will reflect it!

By the way, if you missed last week’s article, here’s the link: Presenteeism Part 1

Presenteeism: Go Home and Stay Home

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When you don’t feel well, you’re project is better off if you take a day off!

I had my second C-vaccination the other day. As any good Project Manager would do, I planned the timing so I wouldn’t miss anything important. Knowing the risk of being sick for a day or two, I prepared and cleared my schedule for the next few days.

Yes, I did get sick. The risk turned into an issue and I was very happy the mitigation plan was in place!

During the period I was “feeling a bit better”, I kept wavering between boredom and guilt.

Boredom because I’m always “doing something”. Sitting still is tough, even when I know it’s the best thing for me.

Guilt because even though I cleared my schedule – I’d been planning this for a month – there’s always a ton on my plate and I could really use the extra time!

I knew my brain wasn’t working 100%. And that a little exertion would delay my full recovery. But it was so hard to stop myself.

Many Project Managers fall into this trap. It’s called “Presenteeism”, the opposite of Absenteeism. We push ourselves to the point of exhaustion…and then we jump over it.

But just like I knew my brain wasn’t working at capacity, when we’re sick (or routinely work too many hours…or don’t take a break) our minds aren’t able to take information and process it effectively.

We start to make mistakes.

Mistakes lead to inefficiency, delay, and more issues.

And what comes out of our mouths (or through our fingers on the keyboard) is usually unclear and confusing. At worst, our communication devolves into barking out orders. We can’t even think about altering our tone to get the best response.

Bottom line: Presenteeism has a bigger impact than Absenteeism.

When you’re absent, you’re only out for a day or a week and everyone rallies to cover. They know it’s temporary.

When you’re always there, even when you shouldn’t be, your team has no recourse. They can only dig in and spend the extra time figuring out what your messages mean and what their next actions should be. And then try to not take offense when you’re ordering them around like robots.

Here’s my advice:

When you’re sick: stay home. Log off. They have your cell if they need you (they probably won’t).

When a 12 hour day routine is normal: commit to a reasonable time to leave each day (not at the 12 hour mark). Set a timer…or make plans after work, if you need to. And shut down your computer at the end of the day.

The fact is, the work will be there when you get back.

And the fact is, your brain needs a rest to get back to full capacity.

I know it’s hard. I live it, too. But when we rest, we’re able to come back more efficient and effective. We’ll see the issues and have a much better idea how to solve them.

If you’re still struggling, remember our teams will benefit from the clear direction. They don’t want to waste time, either.

Homemade Pancakes: Blessing or Curse?

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Yummmm….pancakes!

I made pancakes this past weekend. I really shouldn’t be eating them, but wow, did I have a craving for something sweet!

I could have gone out for breakfast. I could have said “nope” and eaten something healthier.

The fact is, I’m a good cook. I can make just about anything. And if I want something bad enough, it’s way too easy to talk myself into making it.

That’s both a blessing and a curse.

A blessing because I can always feed myself (and what I make is healthier than anything at a typical restaurant, anyway). It’s cheaper than giving into the craving and heading out for pancakes…or steak.

But my kitchen skills can also be a curse. 

Because even though I may be able to talk myself out of running to the local café, if I have the ingredients sitting right there in my kitchen, it’s hard to resist making something I want!

This concept of “both a blessing and curse” hits many Project Managers hard. A lot of us come from the business, and can clearly see what needs to happen in a particular project area.

These PMs are blessed with understanding, and can use that knowledge to guide the team and pick up on risks earlier. They are the ones who “get it” and provide a good sounding board or another pair of eyes to solve a problem.

But when you know how, it can be really tough to resist jumping in and doing the team’s work. 

Have you ever heard yourself say “it would take less time to do it than explain it”? I know I have. Just like making pancakes, it’s hard to resist!

But, like making a treat, doing the team’s work isn’t all that good for you….or them.

When you jump in, your team doesn’t feel autonomous, and it can erode the trust you’ve built up. If you don’t take the time to teach them, how will they grow and be able to handle the next challenge that appears?

From your perspective, it may feel good to “get your hands dirty” with something familiar. But you probably have more than enough project management work to keep you busy.  

Yes, sometimes it’s “all hands on deck” and everyone pitches in. That actually improves how the team functions and gets the job done faster. But in most cases, doing it yourself is really not the best option.

The next time you have the urge to jump in and do it yourself, consider: even if you can, is it the right choice?

PS – When I’m leading a software implementation, I try to avoid having a logon. It can be way too tempting to start playing! How can you stay an extra step away from the “danger zone”?

Listen to the Grumpiest Person in the Room

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Every Friday I post a short video on project communication. This past week I talked about paying attention to the grumpiest person in the room. But there is more than I can cover in a 2 minute video. So here’s “the rest of the story”.

Essentially, in every project I’ve worked on there’s that one person who says “this isn’t going to work”, “it will take too much time”, or “we can’t do that”.

As soon as you get the team moving in the right direction, finally making progress, they just stick a big old pin in everyone’s balloon. Very frustrating!

But I’ve found that this grumpster usually has a valid point. They may simply not be able to articulate it. Perhaps they have enough experience to understand it will take weeks to complete a certain task, but they can’t tell you exactly how long, and have a tough time breaking down the steps to explain why.

My advice is to listen to these folks. Be proactive. Work with them to understand the reason behind their negative talk. Doing so can uncover risks to your project you hadn’t considered…in time for you to mitigate them!

Someone watching my video made a comment about some people being simply negative. He said “Some of the grumpy people I know are grumpy 24/7/365 and their constant grumpiness just becomes white noise as they are ALWAYS the stick in the mud. “

This can happen as well, of course. Some people are just…negative.

This is where it gets nuanced. As a leader, the key is to listen to any changes in the person’s demeanor. Has their tone shifted – the intensity increased – the detail – the frequency? These are all indications there is more to the story than personality.

And it may be trickier to get to the actual concern.

But here’s the good news: one of these “stick in the mud” team members has the potential to be your biggest advocate.

My dad told me this story years ago and it made a big impression on me:

When he started a new management position, one of the people in his office was well known for her always negative, “can’t do” attitude. And she wasn’t quiet about it. He took extra time to listen to her and to ask her opinion in her area of expertise. After a short time, her griping ended, she was more enthusiastic at work, had great ideas and input, and became one of his biggest supporters.

It truly is amazing what can happen when you pay attention and value your team.

PS – want to see the original video? Here it is on LinkedIn and Facebook!