Ten things that you might be doing that’s giving you a “Bad Boss” reputation…and 7 ways to turn it around!

When we’re under pressure and things get tense, emotions run high.  We all experience it.  And, unless we’ve done some personal work, it literally becomes physiologically challenging, nearly impossible,  to manage our emotional response. Quite frankly, few of us know what to do and how to manage those fierce emotional reactions that drive us to say and do things that we later regret.  Unfortunately, the impact on others can be devastating.

In today’s world, managing ourselves appropriately seems like a no-brainer.  Right?  However, some simple behaviors actually lead to a “bad bossing” reputation and we’re not even aware of it.  Take a look at these top 10 traits that get in the way of being more successful as identified by the top ten coaches from FORBES Coaches Council…

  1. Inability to listen (what I think is more important that what you are saying).
  2. Close-mindedness (my way or the highway…there can’t be a better way…I am right).
  3. Tendency to control (or another way of saying it…micromanagement)
  4. Perfectionism (never enough, always a better way of doing it…leading to unrealistic expectations)
  5. Selfishness (my needs are greater than your needs…self-centered)
  6. Emotionally reactive (inability to manage one’s reactions to internal and external triggers)
  7. Inconsistency (this means unpredictability which means instability and therefore loss of credibility)
  8. Subjectivity (second-guessing,  lacking a factual basis or foundation to what’s going on, acting on intuition)
  9. Stubbornness (being positional…insistent that you’re way is the only way…see #2)
  10. Presumptiousness (making assumptions and we know what “assume” means, right?)

Becoming aware of the impact we have on others is a critical step in developing our emotional intelligence (EI).  As the saying goes…your IQ is what gets you hired but it’s your EQ that gets you higher!  What next steps can you take to improve your EQ as well as maximize your leadership potential?  Followers will follow their leaders when they feel valued and made to feel the center of the organization…that their perspective and input is important to making important decisions (Warren Benis).  True leadership is earned, and it is earned by having a positive impact – a lasting, influential impact on those around you.  Leaders who succeed, not fail, in influencing their followers embrace the following key characteristics:

  1. Lead with character
  2. Cultivate strong relationships
  3. Steer with competence
  4. Trust others’ intuition
  5. Focus on others’ experience
  6. Take pride in others’ potential
  7. Inspire to motivate

So, how do you achieve this?  Sounds simple but not always easy to translate into action…action that means and makes a difference.

This is where  training and coaching come into play.  Take action now!  Letting problem behavior continue will only cost you and your organization more dollars, lost employees, and reduced morale for those who stay behind.

Keep in mind, great leaders are capable of embracing these seven steps to truly affect people positively in ways to positively influence…not negatively derail people from their personal best.

NOTE:  This writing has evolved from Dr. Debra Dupree’s 2014 doctoral dissertation on “The Psychology of Good Bosses vs. Bad Bosses” leading to the development of her proprietary program on “Breakthroughs to Unbelievable Leadership” which is a training and coaching model available to organizations over a 10-week timeline.

The Real Cost of Workplace Conflict: What Employers Need to Know!

Gallup’s 2008 study entitled “State of the American Workplace” and another by the Consulting Psychologist Press on “Workplace Conflict and How Businesses Can Harness It To Thrive” revealed some startling facts that caused American businesses to stand up and take notice.   Here are the top five reasons for workplace conflict…

  1. personality clashes – 49%
  2. stress – 34%
  3. workload – 33%
  4. poor leadership – 29%
  5. lack of honesty – 26%

    And, here are a few more alarming stats:

  • 25 percent of employees said that avoiding conflict led to sickness or absence from work.
  • Nearly 10 percent reported that workplace conflict led to project failure.
  • More than one-third said that conflict resulted in someone leaving the company, either through firing or quitting.
  • Replacing an employee costs 150 to 200 percent more than that employee’s salary and benefits. Losing even a mid-level employee making $30,000 a year could cost your company $70,000 or more to replace.

    Oftentimes, conflicts between people are less overt, such as subtle forms of harassment or bullying. “Subtle harassment and bullying is a systems problem often supported unknowingly by management” which is in direct conflict with California laws AB 1825 and AB 2053!

So, what can be done about it?

  • Hire SMART to avoid conflict. Ask good questions to identify the “one person who causes conflict” BEFORE hiring.
  • Take a look at your organization’s culture. How might it actually encourage conflict by how it’s set up and who is leading. This is the first step towards fixing it.
  • Change is possible if senior leadership is absolutely committed to making changes.
  • Real conversations about the desired cultural norms are a MUST and steps implemented on how to embrace people’s differences.

These types of conversations take time, energy and effort–but compared to the real costs of workplace conflict, finding healthy resolutions is a both-gain situation for everyone.

Consulting Psychology Press, Inc. (2008) found that U.S. employees spend 2.8 hours per week dealing with conflict. While this amount of time might not seem like much, the cost of this lost time is staggering!  Based on an average hourly wage of $17.95, this amounts to $359 billion in paid hours, or the equivalent of 385 million working days, across the nation.  Simply speaking, this is $50.96 per week per employee, or $2,613.20 per year.  Again, this may not sound like much but if you have ten employees in your organization embroiled in conflict, this is costing you $26,132.00 per year. And, if left untouched, this increases to $130,676 over a five year period.  I don’t know about you but $100K+ is a lot of money to lose in an organization with nothing productive to show for it.

You might say, 2.8 hours…so what?  Well, this is time not spent doing the job employees were hired to do.  Instead, it is time gossiping, protecting turf, retaliating, getting people to take sides, planning defenses, navigating around the drama and taking up time from management.   Talk about a management nightmare!  Is this how you want to live your work life?

So, what can employers do?  Time and time again, five key factors emerge:

  • We can no longer afford to ignore personality clashes…it is just too costly.  A  quick workplace climate study is the best place to start.
  • Work on building a workplace culture where each and every employee, at EVERY level, is held accountable for addressing conflict at the earliest level possible. This means teaching them effective communication and conflict management skills.
  • Look at differences in communication and conflict management styles, particularly at the leadership levels. Teach people to deal with generational and cultural differences, values and approaches to communication. Educate people around gender differences (yes, men and women DO communicate differently).
  • Hire the right managers! Too often, people get promoted based on technical skills or rewards in their career path, not for their people management skills.  These types of managers unintentionally become our “bad bosses”  who erode morale, create legal risks, and cause good employees to leave good organizations.
  • Invest in leadership management for developing effective people management skills.  AND, hold managers accountable for a motivated and efficient workforce is the best way for making miserable employees not so miserable. Transform bad bosses into good bosses by equipping them with the skills to lead employees in ways that increase retention, revenues and rewards for the company.  Developing action plans that involve training, coaching and follow-up ensures that managers achieve this while turning around profitability.

About the author:  This article was first published in April 2014 at www.relationships-at-work.com  by Dr. Debra Dupree, Workplace Psychologist and Mediator.  Dr. Deb’s 2014 doctoral dissertation addressed the Psychology of Good Bosses vs. Bad Bosses, what leads to bad bossing, the impact on employees, and what can be done about it.  As this article suggests, the disruption of workplace conflict is significant and the potential to give rise to harassment in the workplace and abusive conduct is real.  We revisit this issue as we are in a year of compliance for manager and supervisor training required by two California laws, AB 1825 (2004) and AB 2053 (2014), for employers with 50 or more employees.  Take action now and contact Dr. Dupree at 1-800-743-1973 or dr.dupree@relationships-at-work.com to be in compliance and stop bad behavior from ruining your organization!

Avoiding a Bad Boss Reputation and turning into an Unbelievable Leader

Becoming a STAR in Leadership – a September presentation to STAR San Diego Members at the University Club, La Jolla Sheraton, and The Crossings in Carlsbad.  Click here to learn more…

People are people whether at work or at home and relationships ARE work.  They’re like a garden…needing preparation, maintenance, nurturing and and space to grow.  My passion goes all the way back to my childhood growing up in a family that didn’t do well with conflict.  I’ve spent my entire career working with people in relationships but got curious about how good people end up as bad bosses.  So I went back to school to learn more…and started looking for trouble!

Gallup took an in-depth look at the “State of the Workplace”  and found that employee disengagement costs American businesses $359 billion across the nation!

  • Do you know that nearly half of all conflicts at work are directly related to personality clashes…
  • Three out of ten of those conflicts comes from bad bossing.
  • Good people leave bad bossing, not good organizations!

As I look across the room, I see a wealth of experience, wisdom and leadership…so let’s think back to a time in our careers where we were dealing with a bad boss and the impact it had on us.   With a show of hands, how many of you have worked for a BIG BAD BOSS?

Now, let me ask you this…who is or has been a bad boss at some point in their lives?

What are some words to describe Good Bosses?   When you think of Bad Bosses, what words come up?  …quite a difference, right?  Who want to be identified with these kinds of negative words? But do others perceive us this way and we don’t even know it.  Do you really know the impact of your leadership style?

Think about the kinds of conflicts you’ve experienced…firsthand or among your clients.

  • What’s really at the heart of those conflicts?
  • It’s really about understanding how we come across to others…how we impact…and how we can provoke an emotional reaction.
  • It takes courage and curiosity to really understand the emotional intelligence of how we engage.
  • It’s the power of connections that pulls people and projects together.

I GO LOOKING FOR TROUBLE and here’s how I do it.

1)         Heineken contacted me in 2013…they were at their wits end after a year of trying to resolve a conflict internally between two top account managers.  The conflict had grown so difficult that it was impacting one of their big accounts.  One or both of the employees was going to have to go if things didn’t change. In just 3 months through coaching and preparing for mediation, we were able to unravel a year of hostility.

2)         Last year, a trusted colleague called upon me to help one of his longtime friends and progenitor of a family-owned business.  Revenues were down after the recession, power struggles had broken out, financial choke-holds put in place, and family members and employees were not talking.  By helping Mom and Dad look at their own behavior, they were able to recognize the impact they had on the family dynamics and we were able to come up with options for restructuring the organization in ways that better met the family members’ needs.

3)         A couple of years ago, I worked with a 3rd generation family-owned business.  Dad hit 60 and wanted to bring in his stepson and 2 daughters, all in their very early 20’s, into the family business.  Great idea but riddled with family dynamics.  Mom found me out of frustration with the intense sibling rivalry being carried out in the workplace…Dad felt immobilized to do  much about it.  Within five months, we were able to define roles and responsibilities, establish boundaries between appropriate workplace behavior and unhealthy family dynamics, establish Dad’s leadership in the business as well as mediate through some of their differences.

Who has experienced something situations like these?  Let’s see a show of hands.  These conversations DO take time, energy and effort–but compared to the real costs of sticky situations, it’s a small investment. That’s what we can do together…we can be on the watch, looking for trouble that gets in the way of profitable relationships and begin to turn things around.

Oh!…remember your phone leaning on the stand in front of you…this is my gift to you…when things get messy…Call me to take the next step in developing UNBELIEVABLE LEADERSHIP in all that you do!  With a little help bad bosses can be great leaders.

Crushing Conflicts to Boost Your Bottomline

Check Out Business Podcasts at Blog Talk Radio with Women Lead Radio on BlogTalkRadio

Relationships are at the core of everything we do. And when conflict arises in the workplace it can have a toll, not only on our emotional capacity, but also the bottomline results of the business. Studies show that conflict effects productivity, synergy, culture, and turnover. As the leader of a team, how do you avoid this? And how do you effectively manage conflict when you see it growing in your environment before it becomes detrimental? Listen in and learn from an expert in the field!

Join us for Women Leading the Way Radio as we interview Debra Dupree, PsyD Founder of Relationships-At-Work Consulting. With over 20 years of experience in leadership development, corporate training, and a doctorate degree in psychology she delivers lessons on the school of hard knocks and how to turn employees into great leaders. Debra will share with us her experience, techniques, and philosophy on how to implement and maximize business based strategies that will give new life to your business.

Unbelievable Leadership: Keys to Avoiding a Bad Boss Reputation

People are people whether at work or at home. And, their relationships ARE work.  They’re like a garden…needing preparation, maintenance, nurturing and space to grow.  So what goes wrong when people have differences that get in the way of getting along?

My passion for understanding people goes back to my child hood growing up in a family that didn’t do well with conflict.  I’ve spent my entire career working with people in relationships but got curious about how good people end up as bad bosses.  So I went back to school to learn more…and started looking for leaders in trouble!  Now, my goal is to bring peace to leaders in conflict!

Gallup (2008) took an in-depth look at the “State of the Workplace” and what they found was startling!

  • Do you know that nearly half of all conflicts at work are directly related to personality clashes?
  • Three out of ten of those conflicts come from bad bossing.
  • More than half of all employees, at any level, really don’t care about their jobs, much less the organization they work for.
  • This means they are disengaged from what’s really going on!

Why does this matter?  GALLUP estimates that this costs American businesses $359 billion across the nation!

·         When employees are unhappy, they leave.  Do you know that replacing an employee costs 150 to 200 percent of that person’s salary and benefits?  Losing even a mid-level employee making $30,000 a year could cost your company $45-60K or more to replace.  Good people leave good organizations because of bad bossing!

 ·         Yet, keeping a dysfunctional relationship at work can be even more costly…leading to lost productivity, sabotage, poor quality, and lawsuits for hostile workplace environments and many more!

So, think about the kinds of conflicts you’ve experienced in your life…what’s really at the heart of those conflicts?  It’s oftentimes about differences in perception.  It’s about understanding how we come across to others…how we impact others…and how our own behavior can provoke an emotional reaction in others.

It takes courage and curiosity to really understand the emotional intelligence of how we engage.  It’s the power of connections that pulls people and projects together. The quality of relationships…feeling trusted and appreciated… is what deepens the connection and motivates us to perform.  That’s what Unbelievable Leadership™ is all about!

Here are some examples of how things can be turned around:

1)      Heineken contacted me in 2013…they were at their wits end after a year of trying to resolve a conflict internally between two top account managers.  The conflict had grown so difficult that it was impacting one of their big accounts.  One or both of the employees was going to have to go if things didn’t change. In just 3 months through coaching and preparing for mediation, we were able to unravel a year of hostility.

2)      Last year, a trusted colleague called upon me to help one of his longtime friends and progenitor of a family-owned business.  Revenues were down after the recession, power struggles had broken out, financial choke-holds put in place, and family members and employees were not talking.  By helping Mom and Dad look at their own behavior, they were able to recognize the impact they had on the family dynamics and we were able to come up with options for restructuring the organization in ways that better met the family members’ needs.

3)      A couple of years ago, I worked with a 3rd generation family-owned business.  Dad hit 60 and wanted to bring in his three adult children, all in their very early 20’s, into the family business.  Great idea but riddled with family conflict.  Mom found me out of frustration with the intense sibling rivalry being carried out in the workplace…Dad felt immobilized to do much about it.  Within five months, we were able to define roles and responsibilities, establish boundaries between appropriate workplace behavior and unhealthy family dynamics, establish Dad’s leadership in the business as well as mediate through some of their differences.

These conversations take time, energy and effort.  Compared to the real costs of sticky situations, it’s a small investment. When there’s trouble that gets in the way of profits and good working relationships, there are strategies for turning things around.  The keys to Unbelievable Leadership™ start with courage and curiosity, self-examination of one’s leadership style, looking at how one presents and impacts others, building emotional intelligence, expanding awareness around cultural/gender/generational differences, and developing skills to navigate through conflict.

When this happens, we’re on the way to an engaged workforce with unbelievable results!

Connected Women of Influence

radio show

Women Leading the Way radio show is dedicated to showcasing successful women CEO’s, executives, authors, owners, professionals and companies who support professional women on a variety of business-related topics.

Women Leading the Way is a radio show focused on HOW women lead in business and the workplace. Learn how they became leaders. Find out what drives them to succeed and lead. Learn how today’s female leaders stay ahead of the curve and drive change and innovation!

The show airs live every Friday at 2pm Pacific Time and every Monday at 9am Pacific Time with guest hosts. The recorded shows can be found at: http://connectedwomenofinfluence.com/category/online-radio/

The Power of Connections: Emotional Intelligence at Work

Check Out Dr. Dupree’s interview with Michelle Bergquist of Connected Women of Influence on Business Podcasts at Blog Talk Radio with Women Lead Radio.

 

Three Ways to be the Smartest, Most Respected Leader

A 2002 study by Gallup revealed two amazing things about what most employees want in the workplace.  Surprisingly, it’s not about money and it’s not about title.  Instead, it’s pretty simple:  1) to be called by their name, and 2) to be acknowledged.

As a corporate trainer and workplace mediator, these findings intrigued me.  If two simple things like this were the most important to employees, what were managers and leaders doing, or not doing?  What was getting in the way of employees being more productive, being satisfied at work, and growing the bottom line?  In a 2008 study by Consulting Psychologist Press (CPP) called “Workplace Conflict and How Businesses can Harness it to Thrive,” fourteen top reasons for employee dissatisfaction and conflict in the workplace surfaced across nine major countries.  Here are the top six:

  1. Personality clashes/warring egos – 49%
  2. Stress – 34%
  3. Heavy workloads/inadequate resources – 33%
  4. Poor leadership from the top of the organization – 39%
  5. Lack of honesty and openness – 26%
  6. Poor line management – 23%

What does this mean for leaders?  Based on my 20+ years of experience training and mediation workplace issues, I say that employees feel disconnected from their bosses and from each other.  And, people at any level of employment seem to fear confronting difficulties with others, fearing retaliation, job loss, or public humiliation.  People often lack the skills to effectively communicate through difficult situations or don’t feel it’s a safe environment.

TIP #1:  Engage your employees in interactive, fun team-building training for today’s multi-generational workforce.  Actively learn and apply emotional intelligence in the workplace, powerful and persuasive communication skills, and strategies for managing conflict and differences among people.

Leaders often think their employees have the skills to resolve differences, or at least bring them to their attention, but they don’t.  Too often, leaders are viewed as unapproachable (“my way or the highway” kind of thinking), not really interested in them as people, or are not viewed as trustworthy.  And, leaders tend to view soft-skills training as a poor investment.  But not engaging employees in fun activities outside the day-to-day work routine has costly side effects (read on).

When leading training, I do some things at the start of every program to charge up energy, warm up the environment, and to show how easy it is to connect with those around you.  It’s phenomenal to watch the shift in people’s demeanor, how their faces light up when they make a connection, and how much more engaged they are.  It’s what I call “going below the water line” to demonstrate how “the power of connection” can energize an organization.  The excitement and enthusiasm generated in a group of people is infectious.  It sets the tone for the program and allows us to go places where we might not otherwise venture.

TIP #2:  Do your part in knowing your employees, reaching out and engaging them regularly and often.

Putting strategies like this one to work for you helps make connections among your people, makes you seem more approachable, bolsters your credibility and leadership. Why is this so important?  Another study by Gallup in 2008 called “Turning Around Employee Turnover” showed how critical the concept of engagement is to the health and wealth of an organization.  Surprisingly, Gallup found that only 20% of employees are truly engaged.  Another 20% are fully disengaged.  This means a whopping 60% of the workforce is moderately engaged!  The financial impact of engaged vs. disengaged means $450-600 million lost to American businesses annually.  The ability to engage employees is a skill often overlooked or considered unimportant.   If appearing disinterested or self-absorbed, the mood or attitude of the leader is contagious throughout the organization and becomes a model to others on how to behave.  Employees tend to view their leaders as either an ongoing source of inspiration at work or a hassle to be avoided.  Which one are you?

This notion of the mood of a leader as contagious comes from Daniel Goleman’s “Primal leadership:  The hidden driver of great performance,”  This ties into the Gallup study where they found good bosses are aware of this and actively connect with their employees at all levels.

TIP #3:  Commit to your own professional leadership development: communicate effectively, put your emotional intelligence to work, and effectively resolve conflict at the lowest level.  Be sure that you are not implicitly condoning bad bossing behavior among your management team.

As a leader, we owe it to ourselves and our employees to take a good hard look at how we impact others.  We also owe it to all involved to take a good hard look at how engaged the workforce is, how much is the lack of engagement costing us, and what can be done about it.  Here are four key cost factors to look to see if bad bossing is happening at your organization:

1)  flattened or declining profits,

2) high turnover or unanticipated departures of good employees,

3) increased absenteeism at any level of employment, and

4) increased use of health and/or EAP benefits.

So, if this is going on in your organization, it’s time to take action.  You have tremendous influence and impact on others and in ways that impact the financial, emotional and physical health of your organization.  So connect with your employees and see what a difference you can make!

Do this exercise for a quick look at the impact of good bossing vs. bad bossing:

  1. Pull out a sheet of paper and write down on the left side 3-5 words that describe someone you regard as a great boss or leader.
  2. On the right side of the paper, write down 3-5 words that describe the worst boss you’ve ever had.
  3. What do you notice?

If you’re like most people who engage in this little exercise, you’ll see some stark differences with positive, inspiring words on the left and negative, uninspiring (even derogatory) words on the right.  Look at these two lists…where do you fall?  Where do you want to be?  Most of us want to be that inspiring role model but seldom do we realize how we fail to deliver.  Seldom do we admit or care how we impact others as our goal is to simply get the job done (i.e. the sale, the project, or the deadline).  When we don’t care, we tread a thin line of appearing as a bad boss.

Just what is bad bossing?  Bad bossing is someone who lacks awareness or doesn’t care about the impact of his/her behavior on others, how it demotivates not motivates, how it demoralizes not inspires, and how it make employees disengage rather than engage. Unfortunately, as the Gallup poll also reveals, “bad bossing” is growing, not declining.  Which side are you on?

Get your own Manager Makeover and goof-proof your leadership style!

Authored by Dr. Debra Dupree, the 3D experience.   

Debra is speaker and author, a business and conflict coach, credentialed mediator, and a licensed psychotherapist.

Debra’s intrigue with the effects of leadership on employee performance led to her doctoral dissertation in 2014 on the “Psychology of Good Bosses versus Bad Bosses:  An Examination of Attachment Orientation, Leadership Styles and the Neuroscience Behind Behavior” as part of her graduation requirements at Ryokan College in Los Angeles.

Four Ways to Lead by Example

Do you have a clear sense of direction and purpose that inspires and energizes you?  If not, you are most likely setting an unintentional tone for the day and influencing those around you…your mood and attitude are contagious and ripple through the organization.

How different your life becomes when you establish your purpose and use it as a framework for planning, setting goals and examining tasks and behaviors – when you become and do what matters most.  It involves the total person to discover total purpose. Where are you in your leadership journey?

These kinds of questions are what challenged the founder and owner of a company called Gravity Payments, Inc. in Washington State when he read a study on income and happiness.  Owner Dan Price made a startling discovery when he learned that people who make $70,000 per year are generally happier than those above and below that threshold.  Happier employees stay longer and are more productive, generating increased profitability.  What’s he doing now?  Considering the average salary at Gravity Payments was $48,000 per year with knowledge that many employees were struggling, he’s diving fully into that concept.  He’s started by slashing his own salary from nearly $1 million per year to $70,000 per year along with investing 75-80% of the company’s anticipated $2.2 million in profits to make this happen over the next three years to help employees reach that level of income and happiness.  He’s making a difference in the culture of his organization not to mention the lives of his people.

In The Economist, management guru Warren Bennis offered some great insights about leadership.  Bennis lists four competencies that leaders need to develop to lead effectively and profitably; you can see that Dan Price operated from this set of four principles:

First, leaders articulate a clear and compelling vision, that provides people with a bridge to the future.  They are visionary and capable of communicating that common vision to give people purpose and meaning.  It outlines the priorities and direction of the group.   In Price’s situation, he saw the need to help reduce the daily stressors and help people feel valued.

The happiness research behind Price’s decision is based on the work from Angus Deaton and Daniel Kahneman, a Nobel Prize-winning psychologist.  Emotional well-being — defined as “the emotional quality of an individual’s everyday experience, the frequency and intensity of experiences of joy, stress, sadness, anger, and affection that make one’s life pleasant or unpleasant” — rises with income, but only to a point.  As a leader, what you are doing to make a difference in the people who follow you?  It may not necessarily be money, but you CAN do things differently to enrich the lives of those around you.

Second, they act confidently and optimistically, giving meaning to that vision through communication.  The leader’s confidence, conviction and optimism is contagious; it rubs off on the followers.  A good leader is the lifeblood of any organization.

Price’s decision clearly sets a new tone for his organization and invigorates each and every employee at every level.

Third, they express confidence in their followers.  Great leaders have high confidence in people and make them feel good about themselves.  They foster confidence and optimism.   Building trust is key, “trust is the lubrication that makes it possible for organizations to work.”  In Price’s case, his act of taking his own income and the profits of his company instills a sense of confidence in his people that his actions will yield a big return to the benefit of all concerned.  When there is clear direction and enthusiasm, your team knows where it’s headed, understands what’s expected and gets the job done when they feel valued.  It’s a “both-gain” outcome in the end.

Lastly, they lead by example.   As a leader, all eyes are on you, whether or not you know it.  Regardless of how your employees truly feel about you, they still look to you as a role model.  Do your actions match your words?  Do you do what you say you are going to do?  Can they “trust” what you will say and do next?  Consistency and predictability are key to building trust.  Price’s actions are all about leading by example to instill trust in the people who work for him.

There’s a big difference between managing and leading.  A manager and a leader are two completely different roles, although we often use the terms interchangeably.  Managers get things done…leaders know how to get things done to move the business forward, to develop, and to nurture growth.  Another way of saying this is that managers do things right while leaders do the right thing!

One must learn to wear different hats when dealing with different circumstances and with different personalities as well as look at things from different perspectives.  Flexibility is key for a leader to lead effectively.  What’s important is that a leader knows how to tap the potential of their employees and knows how to customize the approach to help them become a better person in the end.

Unfortunately, too many executives don’t understand the difference and don’t work hard enough on building these leadership skills to invigorate and value people.  You can “manage” dozens of people, but you can “lead” millions.

In Daniel Goleman’s Leadership That Gets Resultsa landmark 2000 Harvard Business Review study, he and his team engaged 3,000 middle-level managers over a three-year period.   The research discovered that a manager’s leadership style was responsible for 30% of the company’s bottom-line profitability! Imagine how much money and effort a company spends on new processes, efficiencies, and cost-cutting methods in an effort to add even one percent to bottom-line profitability.  Compare that to efforts that simply inspire managers to be more kinetic with their leadership styles.  When we look at the cost of investment, it becomes a “no-brainer.”  Again, Price saw the answer in his company’s future growth through the value of investing in his people.

No matter what you’ve already achieved, no matter where you are in the organization, no matter what your leadership goals may be, you can profit from learning more about leadership excellence, your emotional intelligence, and leading by example.  Just like all of us know how to breathe, few of us do it really effectively.  Is this what happens to your leadership?  Do you realize how much you are setting the tone and leading by example that yield behaviors from employees that erode the bottom-line?  Invest now in YOU through leadership development services.

About the author:

Dr. Debra Dupree combines her workplace and family background by helping business professionals look at the cost of conflict, designing systems and solutions to strengthen performance and increase profitability.  Her experience is built upon many years of service as a Workplace Mediator/Consultant and today she specializes in business mediation and leadership services.

Email:  dr.dupree@relationships-at-work.com
Phone:  1-800-743-1973                    TWITTER:  @RTMcoach
Linked In:  www.linkedin/in/debradupreerelationshipcoach

Ten Steps to Leadership Excellence

March 11-12, 2015:  Two days with the United States Marine Corps Logistic Base (MCLB), Barstow, CA and Dr. Debra Dupree, sponsored by SKILLPATH Corporate Strategies.

A good leader is the lifeblood of any organization. Under his or her direction, your team knows where it’s headed, understands what’s expected and gets the job done.  Goals are met and success is achieved. It’s a “both-gain” outcome in the end.

I worked with 20 leaders at MCLB over two days in March and we laughed, we learned, we explored, and uncovered the challenges to being great leaders.  It was invigorating to see the eyes light up and energy level soar as participants gained insight and new learning as to the possibilities available.  We took real life problems and came up with solutions on what to do differently moving forward.  Here’s what the folks at MCLB learned:

  • How to inspire their teams to achieve true greatness—personally, professionally and for their organization.
  • How to make decisions quickly, rationally and appropriately for their organization.
  • How to overcome barriers by confidently overseeing and guiding all levels of employee performance.
  • The secrets and strategies that make a successful and effective leader.
  • How to gain leadership confidence to effectively command groups, large or small .
  • Understanding leadership styles and how to best use it to their group’s advantage.
  • Removing the barriers to creative leadership thinking and problem solving.
  • Building solid teams that can dramatically multiply their chances for success.
  • Learning the latest performance management tools.
  • How to minimize and solve performance problems early.

No matter what you’ve already achieved, no matter where you are in the organization, no matter what your leadership goals may be, you can profit from learning more about focused leadership philosophy, leadership excellence, emotional intelligence, communication skills building and practical application of what you learn.  Just like all of us know how to breathe, few of us do it really effectively.  Is this what happens to your leadership?

Here’s what a couple of key participants had to say as we wrapped things up…

“Eloquently and magnificently presented!  Unique and creative delivery style while clearly teaching the message. Dr. Dupree is a gift as a presenter and has instilled very positive and enriching changes that I am motivated to implement and reflect on daily.  Please bring her back!“

– S. Lamey, Division Head, Fitness/Wellness/Health Promotion

“Dr. Dupree did an excellent job.  I have a hard time buying into philosophies normally, and tend to “critical think” them to death.  This information was logical and presented in a way that I like to learn.”

– P. Frisbie, Financial Management Analyst, Marine Corps Logistics Base

Is this what you would like to hear your leadership say?  Contact me now to bring me to YOUR organization.  Schedule your complimentary 30-minute consultation to take the next step!

DrDebraDupreeDr. Debra Dupree is a business mediator and leadership coach with over 25 years of experience.  Dr. Dupree brings humor, insight, and to leadership development as a motivational speaker, psychotherapist for executives, and conflict coach.  Contact her now to learn more about what she uncovered in her 2014 Doctoral Dissertation on the psychology of good bosses versus bad bosses.

Phone:     1.800.743.1973

Twitter:    @RTMcoach

LinkedIn: www.linkedin.com/in/debradupreerelationshipcoach

Email:       dr.dupree@relationships-at-work.com