(Extract from The Naked Coach)

“How To…”

With so much information, knowledge and data available to us all these days, people want to cut to the chase – “how do I do…”

I invite you to share your key How To – add as a comment to this or send to me – david@nakedleader.com

Leon Marklew Regional Director of HSBC shared this:

“My key How2 is to Make It Personal.

Also, I recommend that managers with direct reports in remote offices, personally phone them on a Friday, 15 minutes is all it takes, to let them know what they bring to the team and why you are glad they are part of it. They walk into their homes 2 inches taller that night and I guarantee they come back Monday refuelled and raring to go.”

Thank you Leon

I’ll be sharing my own leadership top tips and techniques on June 21st  in London – it would be great to see you there!

With my love and best wishes
David X

Stephen Raw first became aware of the Naked Leader when he attended an ILM conference in London. Having been told about David Taylor’s first book, and inspired by the message, he confessed he couldn’t put it down and is now one of many thousand people who receive the Leader Board each month.

Stephen believes in the power of effective communication and says: ‘Never stop fine-tuning your methods and styles. Remember everyone is an individual and therefore you need to customise your approach.’

In responding to my request for people’s career/life defining moments, this is Stephen’s extraordinary story.

‘My defining moment both personally and professionally is because of my youngest daughter Bettina who is now 25,’ he begins. ‘Bettina copes with learning disabilities, complex communication problems, severe autism and epilepsy. Bettina is someone who inspires me every day.

‘She does not see or understand cynism, sarcasm, racism and lots of other ‘isms’, she is only comfortable and confident around people who are positive and positive about her. She is fiercely independent and a deep thinker who has taught herself to read and communicate (her first word was Mum when she was 11).

‘Bettina uses phrases from TV which are more often than not in context and we often hear her practising new words in her room. As a young person she fought physical contact, eye contact and we think she had mental health pain (which is not uncommon for a person with autism) before she came to terms with her life and is now very affectionate to those she trusts.

‘How did it change me? I had a full military career (24 years man and boy) so when discharge loomed I wanted a new career, one which would make a difference. I chose supporting adults with learning disabilities. My moral compass during the last 16 years of my second career is and continues to be Bettina. What do I want for Bettina is what drives me to support other adults with learning disabilities.’

Stephen threw himself headlong into the challenge and he continues: ‘I started as a support worker supporting people with learning disabilities within their community. I am now a managing director for a company which supports people with learning disabilities to have more control and independence with their money.

‘What specific leadership lessons has Bettina taught me (and I have taken into my work)?

1. The importance of communication.

2. Being positive and optimistic. Sir Ernest Shackleton (my hero) said this was true moral courage.

3. Whatever is going wrong in your life – leave it at the door, don’t dump it on the person you support – it’s not fair.

4. Be consistent – it would be unsettling for Bettina if we were different in our behaviour depending on her mood.

5. Your body language is both open and positive – Bettina is looking for communication clues – I must make sure at all times they are the right ones.

6. Control your voice and mood. People at work often mention they have never seen me angry or in a panic. When Bettina’s support worker visits our home she often mentions how calm and happy our family atmosphere is. It would frighten Bettina if she picked up on a bad atmosphere. At work I think if I was anything different from being positive and enthusiastic it would unsettle my team.

7. Get things into perspective. If you think you have it tough, imagine what it is like for Bettina trying to understand our world.’

Stephen admits that his list is not exhaustive and he could come up with a Top 20 or a Top 50 because Bettina really has changed his world.

Stephen is a managing director of Dosh Ltd (www.dosh.org), a subsidiary of Thera (www.thera.co.uk). The company is part of a charity, with 40% of the directors involved having learning disabilities.

Anybody who feels moved to contact Stephen can do so on steve.raw@dosh.org and he adds: ‘I am happy to help parents who may find it a shock when their son or daughter are diagnosed or they fine it difficult to imagine a positive future.’

Need some help and advice on this subject? Why not contact someone who really has had Raw experience – and is willing to help?

Remember, as a team, you need to have a range of attributes to make business work and you should consider the objectives of the team and what it is you hope to achieve before recruiting. While thinking about the main tasks being undertaken, identify the competencies needed to overcome obstacles and complete the assignment – then decide on the people you need.

Make sure the team benefit from your recruitment decision. For instance, an all-rounder in terms of business acumen could get the vote over someone with first-rate technical ability and little other besides, especially if you have to compromise because of limited resources.

Which mix of people will benefit the entire unit? Make sure you have at your disposal creative flair, enthusiasm, decision-focus, dynamism, sound judgement, discipline, conscientiousness and knowledge. And a lot more besides.

That way, like the manager of a sports team who has the perfect blend of characteristics in his ranks, you know you are on to a sure-fire winner and can become world class.

A good leader will adopt a certain style and also have some, or all, of the qualities one might expect of a person faced with making the decisions that matter.

So, which style is yours? A charismatic leader relies on their personality, their inspirational ideas and their aura. They are often visionary leaders, take calculated risks and are good communicators. Non-charismatic types rely on their know-how, their quiet confidence and their cool, analytical approach.

The autocratic leader imposes decisions on people and often uses their position to force others to do as they are told. A democratic person will encourage others to participate and involve themselves in the decision making. Enablers inspire people with their vision, while controllers manipulate to obtain others’ compliance.

There is no such thing as an ideal leadership style. It depends on circumstances and effective leaders can flex their approach to respond to different situations and demands. It can also depend on factors such as the nature of the task, the characteristics of the group and the personality of the leader.

Interestingly, it is considered that those in the past who ‘knew all, could do all, and could solve every problem’ have been replaced in modern society by those who ‘ask how every problem can be solved in a way that develops other people’s capacity to handle it.’

In terms of qualities, these may vary too. Research suggests good leaders are likely to possess enthusiasm, confidence, toughness, integrity, warmth and humility. They support colleagues, recognise individual effort, others’ problems and ideas, offer direction, practise what they preach, encourage teamwork, encourage feedback and develop people.

Do these attributes resonate with you? If not, you might need to work on it!

(Article based on an extract from How to Be An Even Better Manager)

Kindness

Perhaps a rare thing these days

Perhaps not

I witnessed it when I was in Scotland visiting my parents last week – my dad is just out of a three month stay in hospital after breaking his leg. He is 90, and now very infirm.

He can only walk with the aid of a Zimmer frame, and is hard of hearing.

Understandably, he wanted to get out for a while, so he decided to go and pay for the newspapers.

When we arrived at the shop, it was busy. We waited our turn, and then my dad and I reached the front. I won’t go into details of the transaction, but it was complicated – a long queue formed, and…

…And then I realised – no-one in the queue was complaining, quite the reverse…and the man behind the counter was so very understanding, attentive and kind.

Quentin in The Loaning paper shop in Alloway, Ayr

You made my dad’s day – thank you

With my love and best wishes

David
X

Who are you going to be kind to, today?

While a steady turnover in a business is expected at any healthy organisation, it can be a cause for concern if there is a sudden rash of resignations. It can be both disruptive and costly.

Engaging with staff is vital to make sure the chances of this happening are reduced. Make sure you check to see why there might be such an exodus. A major change in culture or attitude might be the reason or perhaps recessionary pressure has meant managers taking on more and not being able to, or not willing to, cope with the extra workload.

A positive way to deal with the problem is to learn through exit interviews exactly what employees think of the company, as they are sure to be more candid when leaving. It is vital you understand and act on what they are saying.

To help prevent people thinking the grass is greener, think about inviting employees, perhaps middle managers, to an event where they explain how they might run the company differently. That way, problems can be sorted out while there is still time.

Make sure your organisation has a culture of transparency and openness in the workplace and allows trust and good relationships to be built up over time. It might help to introduce a buddy system so that new starters can have someone of their own level to talk to and help them settle in.

Make sure people look forward to coming into work by investing in promoting a positive environment. The benefits will be numerous. Less absence because of sickness, decreased staff turnover, higher levels of productivity and more crucially, increased profitability.

Remember that empathy and engagement with employees need not be expensive whereas neglecting them can be extremely costly.