Changing behavior patterns, even with a CEO, is tough to do. I was brought into a company with the idea of working with the CEO and his staff. When you don't get timely confirmation of e-mail and telephone messages, it's time to wonder, what's going on? That's when you start to notice the behavior of the client in contrast to what they are saying. Here's a tip: How do you feel about it?
It's worth repeating: How do you feel about it? That one question is an all-important point that maybe something just isn't right. You may not always know what that something is, but in time it will play out. You need to be proactive in gaining clarity on the situation. Some people say that in business, you have no place for feelings. That is simply not the case and translates to a lack of emotional intelligence. Strong, positive leadership always includes a high degree of emotional intelligence. That is probably one of the sources of what may be referred to as intuition.
You can't reach out and touch trust, but that doesn't mean it's not real. If I'm feeling like that, I have to ask myself, "Who else is feeling that way?" Trust is a highly prized asset; when you lose it, you could have a major problem. Prompt return of phone calls and e-mail messages does the opposite: It helps to build trust. Patterns of behavior are like the ever-present "handwriting on the wall" clues to a mystery. It's a bright-yellow sign that we can't ignore. A good example: Visibility is a sign. When the CEO plays a key role in the function of the business, he is more noticed when he is not there.
One of my clients simply changed his schedule. Now he is coming in early when the majority of his staff comes in, and I'm seeing the results. His visibility is reassuring to his staff, and what he says tends to have more credibility. He is rebuilding trust with his employees. It's going to take more than that, but it's a start. When he makes it a habit to prepare for his coaching session two hours beforehand, I know I'll have to confront him to prepare more diligently in the future. After all, this isn't the same as cramming for a high school exam.
It never ceases to amaze me just how a few basic changes by the most senior executives can make such a huge difference. It's not really how much I know that matters; it's the clarity of my perception, the added value and insight of my perspective. It's like being Superman with X-ray vision: You see something others don't. That's one of the true assets of a coach. And that's why a coach as well as an executive in a leadership role has to know himself. Self-knowledge is a must if we are going to grow and develop ourselves as leaders in our business, our family or our community.
Ask yourself, what messages are you sending those around you? Are you sending a message of hope and encouragement? You can make a difference. You're already successful. But are you significant? Making a difference in someone's life, someone who is struggling and maybe not as fortunate as you, has a positive ripple effect and is part of the definition of being significant.
In Jewish terms, it's a mitzvah. Maybe I grew up in Mississippi, but I know what it means, and I know what it means to come from the heart. An authentic leader must have a heart; do you?
This is Jerry Stein, motivational speaker and personal executive coach, saying until next time, send me your letters or
e-mail with your questions and stories. I will respond personally; jerry@jerrystein.com or (404) 558-7575.
Reader Comments
Posted: Sunday, September 24, 2006
Article comment by:
Blake Cooper
Jerry's message is very good. I am going to applt it in my business.
