
Today I had a fascinating conversation with Clyde Lowstuter, President & CEO, of Robertson Lowstuter, a highly regarded executive development firm. Clyde is also the author of three books, one of which I am currently reading. So far the book, In Search of the Perfect Job, has been interesting and enlightening. I plan to review the book on this blog at a later date.
Clyde and I had a great conversation during which Clyde shared a number of strategies that executives can use to develop a long and fulfilling career. As I started to review my notes about our conversation I realized that there is more information here than I can do justice to in just one blog. Therefore this is the first in a several part series to discuss some things that we all can do to improve our working relationships and our career prospects.
Clyde's Insight #1:
Authenticity is the single most important determinant of leadership and personal success.
Clyde defines an authentic person as, "an individual who is natural, open, straightforward, transparent, fully expressed while taking responsibility for the unintended impact on others". Authentic people don't intentionally take advantage of others. Authentic people speak carefully and never strive to hurt other's feelings with their words or actions. An authentic person understands that everyone intends to perform well and that there might be any number of reasons that a colleague or subordinate might be stalled or derailing in his/her career.
Authentic leaders know that it is their responsibility to look beneath the surface of challenging situations. Authentic leaders can assess whether an employee possesses the technical skills and/or adaptive skills necessary to shift their performance, behavior, or attitude in such a way that they can become successful in their job. In other words, authentic people are patient, kind, and willing to share and accept constructive feedback.
Authentic leaders are not pushovers. They simply speak the truth and communicate diplomatically and effectively about what is working well organizationally and what needs improvement. Telling the truth is about addressing performance in a constructive way that doesn't blame or label others as incompetent, lazy, or unintelligent. Authentic communication enables individuals to identify strategies and pragmatic solutions.
When dealing with co-workers who may not meet your expectations it is critical to verify your assumptions about expectations and gain role clarity. It can be helpful to ask penetrating questions in a non-threatening manner. Such questions could include the following:
"Do you think we are working together as well as we could be?"
"What are your expectations?"
"What do you need from me to help you be even more successful?"
"May I share my expectations of your role and what I need from you?"
Such questions will enable you and your colleague to have a meaningful conversation that will hopefully lead to improved performance and/or an improved working relationship.
You have heard the saying, "You will catch more flies with honey than with vinegar". That saying is especially true in the workplace when you are developing a subordinate's performance, managing relationships with colleagues, or communicating with your boss.
Soon, I will highlight another of Clyde's tips for better performance...stay tuned for more great information!