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Typically leaders create, apply and direct multiple types of capital simultaneously: financial, intellectual, natural, human, etc. There is another type of capital leaders also use every day, but perhaps with less fluency: social capital. More than just an indication of how well networked you are, this important component of your leadership portfolio reveals the ability to modify your style of leadership to be just as effective with your CTO, for example, as you are with your CMO. Successful leaders get good at packaging their messages to elicit what they need from engineering, sales, manufacturing, finance, etc. Resolve today to stop waiting for others to become who you wish they were, and instead, develop the versatility to work effectively with who they actually are!

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Leaders can be so absorbed in moving people and organizations from current state to desired state that they fail to inquire about “possible state”. When was the last time you set aside time to just “wonder” together with your employees? “What could we do if…what should we do with…what next big step…what new idea…” How do you engage your employees in possibility thinking?

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Take action – individually and collectively – to help those less fortunate, to protect our resources,  and more. Your role as leader not only requires you to model this behavior consistently, but also to foster it in others. Resolve to be conspicuous in exhibiting a sense of responsibility for the earth, for humanity globally, and for the earth.  Better still: create team opportunities for your employees to do likewise.

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An open-door policy, a suggestion box, an invitation delivered at an all-staff meeting to “come visit” – even a memo promising folksy charm isn’t the kind of approachability employees want from their leaders.   Get out there!  Don’t sit back passively waiting for them to initiate contact;  YOU have to do the approaching.    Institute periodic breakfasts or lunches with hierarchically segmented groups, offering open and/or issue specific agendas.  Task each of your direct reports with keeping you informed about the challenges and achievements their employees. When you later engage with those individuals, surprise and delight them with your awareness of specific details.   Flip Flippen, contributing writer for Success Magazine, describes this as “relational capacity” in his article, “Creating Safety in Your Organization.”

Resolve today to step out of your office and into the working lives of your employees.

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I read a great article today by Fast Company’s expert blogger, Heidi Grant Halvorson titled “The Secret to Making Employees Energized (Not Exhausted) by Difficult Work.”  She provides actionable strategies that will help motivate staff and replenish energy. She left out one very important tip that I believe is crucial for autonomy with staff, Humor.

Humor is the weapon of the powerful relationships.  Are you alert to and actively seeking “the lighter side”?  Nothing shows more confidence under dire circumstances than a moment of wit or an amusing perspective – so long as it’s not at anyone’s expense. Recognize the rallying effect of humor, and use it as the powerful leadership tool it is.  Resolve to laugh at yourself at least once daily – or better yet – share a laugh about yourself with a different staff member every day.

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Does your organization have an online, annotated human capital directory that is searchable by name, function, capabilities (whether part of current function or not), hobbies, affiliations, etc.? Have you tasked your existing staff with developing killer on-boarding programs?  Do you and your managers conduct stay interviews?  Assuming you have an intranet, are you regularly featuring employee accomplishments?  Is there an employee “bulletin board”?   If not, you have an employee base -  not a community.

How do you create a sense of community in your organization?

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I just read an incredible article written by John Baldoni, Flunking the Accountability Test in The Washington Post. It prompted me to  share my thoughts on accountability with you.

Are you dwarfing fledgling leaders by absolving them of accountability? Are you depriving them of a sense of achievement by intervening on their developmental failings? Establishing measurable business outcomes and then holding managers accountable for achieving them nourishes self esteem, enhances careers, and builds leadership capabilities. Resolve to develop confident, competent leaders – not by providing answers or solutions – but by reformatting constructive, critical feedback into Socratic questions so they have to deduce the lesson.

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Present a united front: Leaders must view employees essential contributors to shared goals. While borne of cognitive process, a unified front must be demonstrated and palpable. It is built not through dogma or a series of completed transactions, but through a quality of leadership that resonates with those being led. Are you striving for mere compliance from your employees? If instead you resolve to lead in a way that is consistently professional and overtly unified, you’ll win not only their esteem – but also their discretionary energy.

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Want your organization – your department – your group – to be the very best it can be? Start by identifying the criteria that constitute “best” and then consider whether your leadership provides observable evidence of those criteria.

Leaders must be agile – Speed of responsiveness is a competitive distinction. It requires moment-by-moment deductive reasoning, real-time monitoring of events and trends, and the ability to anticipate what’s coming next before others even recognize the indicators. Organizational agility, however, is not synonymous with agile leadership. Are you subordinating effectiveness to existing structure? Impeding change because you’re comfortable with current state? Resolve today to make fear your friend. Fear spawns innovation, reveals options, imposes efficacies, and functions to help you achieve desired state. Insisting on certainty before taking any risk? Please share with me your stories of how fear spawned innovation in your career.

For more on this topic please check out Chris Widener’s article Courageous Leadership in Success Magazine.

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1.  Get clear about this: Your Availability ≠ Your Importance

2.  Configure your office so your desk faces the door. This allows you to see who’s coming your way, and gives you more control. If a “frequent visitor” is headed to your office, you can:
- Pick up the phone so you’re engaged before the person gets to your office – just be sure to activate a phone line and put it on mute as you pick up the receiver.
- Have a cell phone ear piece on AT ALL TIMES. As long as your hair covers it, they won’t be able to tell whether it’s actually in use or not. As the person approaches you, feign conversation with a non-existent other party and point to your ear so the intruder understands you’re using your ear piece. This even works for those who get hijacked when they walk past the office of the highly social person. Always carry your cell phone with you when you leave your office, always have your ear piece in, and you can evade any effort to divert you.
- Start talking as though you’re on speaker phone – ensuring that just as the person gets to your threshold you can say to the speaker phone: “Yes – of course – I’ll be right there”. If necessary, hit the speaker phone button so it’s lit, then the mute button so the tone of “no connection” isn’t audible, then as you utter the words
“Sure I’ll be right there”, click the off button. Establish a “buddy” or two to whose office you can go for this purpose.

3. Develop phrases that deflect the “Got a minute?” intrusion to a later time:
- Yes – but just a moment – am on deadline here on a work product for Patrick
- Actually I’m on my way to meet with x, but Susie knows more than I do about…
- Of course I have time for you! How about X o’clock this afternoon/tomorrow?
- Sure – as soon as I finish this I’ll pop down to your office.
- Actually I’m preparing for X and I can’t be late. Could we talk at x o’clock instead? I’ll come to your office!

4.  Use “modified” open door policy.  Consider putting a big DIAL on your door – settings could read:

-   “available – come on in!”

-    “really concentrating – but if it’s really important…”

-    “working on an insane deadline – try me after X o’clock”

5.  Consider working in another location for the day.  Take a lap top to a conference room, or to a close-by hotel/restaurant, or to the local library.

6.  Stand upon entry of intrusive visitors, pick up a binder/tablet, and  walk them to your door and out of your office since you’re “on your way to the ladies room/ an appointment/a conference call with in your buddy’s office”

7. Try to ensure that meetings with the most intrusive of your colleagues occur in THEIR office rather than your own.  This allows you to control departure time

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