Category: Leadership

How Cloudy is Your Glass?

Posted on by Carl Weber

Understanding your own emotional state is essential to your development and progress as a leader, a co-worker, or a person.  More and more the importance of emotional intelligence is identified as the difference between good/marginal leaders and great leaders.  Daniel Goleman who wrote Emotional Intelligence in 1995 (and many other books) is the leading voice on these matters.  He states that “90% of the difference between star performers and average performers in senior leadership is Emotional Intelligence.”

Emotional Intelligence is the ability to identify, assess, and control the emotions of oneself, of others, and of groups.  The first step is to identify or become more aware of your own emotional state.  To help identify your own emotional state, I like to use the glass example.  A clear glass represents you in your emotional state where you are healthy, in control, and emotionally neutral.

However, life happens.  When negative events occur, they begin to cloud your glass.  The person who cut you off in traffic.  The missed appointment.  The argument with a significant other.  A tragic life event…and the list goes on.  Any of these can cloud your glass.  Becoming aware of your glass and its current state is a great way to both identify what clouds your glass, and how cloudy you may be on a given day.

Your ability to move from the cloudy glass back to clear is one of the most important skills. For some, this process may take hours or even days until the impact of the negative experience clears and they return to neutral.  Identifying your glass in the first place is a great way to separate yourself a little from the circumstances at hand.  Once you recognize that your glass is getting a little cloudy, it becomes easier over time to recognize what triggers you.  Knowing your triggers can help you clear your emotional state more rapidly over time with practice.

I posted this picture on the door to my office and regularly ask those who come in the status of their glass.  I also let them know on certain days that my glass is a little cloudy and I may need a little space.

The great news with Emotional Intelligence is the fact that we can all become better with practice and experience.  I posted about an online game called SuperBetter that has some ways to help with managing your emotional state, feel free to check it out.  Another interesting thing about emotions is that they are contagious (for good or bad).  This means we can play a role in helping each other when our glasses are cloudy.

My glass is a little cloudy today, but knowing that helps me manage my interaction with anyone who I encounter today.  Knowing the state of my glass requires me to slow the world down a little (especially with my kids today) and not react when something does not go as planned.  As I watch them, they key off my emotional state.  The better I manage my own glass, the better they manage theirs as well.  The last thing they need is for me to pour my glass all over them.

Right Now: how cloudy is your glass?  What causes your glass to become cloudy? Are there things that are making your interactions with others more challenging because of what you are carrying with you.  Take a few moments each day to think about your emotional state.  The very act of taking an emotional inventory helps you become more aware that awareness can lead to better management of your emotional state.

The List, the Life, and the Legacy

Posted on by Carl Weber

The List

Today is the first time I am removing someone from my subscription list.  Why am I telling you?  It is important to the story.  The removal is not for anything they said, or anything they did.  Removing them is more of a painful housekeeping process because they passed away this week.  It seems like the right thing to do, so these posts are not just one more detail or item to be dealt with by the family.

The Life

I have a friend who is currently writing a book called What Will They Say?, about the lessons learned by attending funerals of 30 strangers.  Over the past year I have attended a few funerals/life celebrations and yesterday marked another.  During these events, I find myself sitting there amazed at what you learn when people talk about those who have passed, and wondering how to apply some of the lessons you learn from others’ lives.

Yesterday was no exception.  I learned about generosity combined with grace.  I learned about a person who led in all aspects of life with a quiet perseverance that impacted many of those around them.  I learned that despite being taught to take the safe route and to avoid disappointments in life by not dreaming, this person went to college, started businesses and the packed service was a testament to someone who impacted many.

The Legacy

Their passing was not a complete surprise, some illnesses are not swift and take us over a period of years.  Because of this, there was some preparation for the recent events including the passing of the company to one of the children.  A month or so ago, while celebrating the transfer of a business it became clear that the end was near and the night included celebrating the contributions and impact of this life.  Unlike yesterday, they were still with us.

This event had a greater impact on me than imagined as I watched a business person, spouse, parent, and friend pass down a legacy to each group.  I witnessed the gracious generosity of a less celebrated form of leader: one who is gentle, cares deeply, and does the right thing. 

I will be taking them off the list today and it is harder than I thought.  Perhaps that is part of my own grieving process to write about this, and challenge myself to live differently today.  We don’t always know the impact we have on others (for good for bad) and while reflecting I wonder if this person knew how much impact they were having on me.  Their impact on me was subtle, but there is something to be said about the impact of a life well lived.  Maybe that was the best lesson of all.

The “My Way” Blind Spot

Posted on by Carl Weber

We all have blind spots.  You have them, I have them, we all have them.  The hardest part about blind spots is that we do not see them.  I suppose that is why we call them “blind spots.”  When this happens while driving, another car can essentially disappear from view, yet be right beside us. If we turn or change lanes, the damage will be immediate and severe.

When our blind spots are personal, the damage is no less great, but they can occur gradually…almost without our notice.  Until we discover our personal blind spots (typically because someone else points them out) we tend to just plug along not realizing the damage we are causing by this inherent flaw in our perspective.

Recently I discovered that I suffer from the “My Way” blind spot.  This was reluctantly pointed out to me by my team after I wanted a project to be done a certain way.  The banter between them went something like this…

“You mean you wanted it done the “Carl Weber Way?”

“Yeah, it is like Carlito’s Way, only with less violence.”

“Most of the time when you assign a project we will end up doing it your way in the end, even if we have other ideas.”

I was stunned.  I resisted the natural urge to defend myself and just listened.  Arguing about your blind spot is as foolish as turning your car into that crowded lane because you just know there is no car there…while hearing the crash.  Instead I listened.  I really listened.  It became clear that the “My Way” blind spot was real and having an impact on others.  My tendency to delegate without freedom created tension and a lack of trust.  Over time, this can create followers who feel unable to be creative or do things their own way.

Identifying the blind spot was the first step.  The next, and much harder step, is trying to figure out how to change a pattern of behavior that I didn’t know existed.  It will not be easy, but leading well never is.  I will have to check those mirrors a little more often before changing lanes.

What is your blind spot?  Where are you speeding along without seeing what is right beside you?  Are you causing unaware damage?

My advice today is simple: Listen and look.  But be prepared to deal with what you find.

How Do You Define Teamwork?

Posted on by Carl Weber

Teamwork.  There is a seemingly endless list of how to define it, thousands of books written about it, and the notion that we should all strive to obtain it.  Teamwork has been rattling around in my head lately, and I was trying to remember a defining moment for any team where I was a member.  Nothing was coming to mind until I met recently with a member of this team for breakfast.

This particular team had been through some rough times together, but also celebrated well during successes.  The defining moment that I remember was during a meeting where we had been instructed to reduce our budget.  It wasn’t just a little reduction, the reduction was large enough that it would cause everyone in the room to take a hit.  I had instructed each of them to bring a list of what was important that needed to remain, and a list of what could be reduced.

One by one, each member of this team shared their list.  The items on the lists were important things that would have a significant impact on each person’s part of the operation, their ability to provide the right level of service.  After all the lists were read, it became quiet.  Part of me expected the real battle to begin, and each person around that table would start lobbying about why their department should be retained, and someone else should take the cut.

It was at this very moment that I witnessed teamwork, and what I heard had and still has an impact on me.

“After listening to the group, their lists seem more important to the overall operation.  I think I can reduce a little more.”

“I can take the hit, let’s make sure that other department has what it needs this year.”

“I don’t know how I am going to explain this to my employees, but I am withdrawing my list of needs, the other lists just seem more pressing.”

One by one, every member of that team saw the overall organization and operation as more important than their particular department, silo, or fiefdom.  Each member of that team knew that the only “win” was ensuring that the organization “won” not whether or not it was a “win” for them individually.

How should we define teamwork?  Maybe the definition is simple.  Teamwork is when everyone that is working together can look beyond themselves, see the larger picture, and “take the hit” for others.

Maybe Your Boss Is Right?

Posted on by Carl Weber

Okay, okay, bear with me on this one.  I was listening to a friend talk about not railing against your boss, your employer, your job or your organization.  The message really resonated with me and I realized how often we hear this in everyday conversations. Are there bad bosses?  Yes, they made a movie about that.  Are there bad jobs?  Again, yes.  Is the boss always wrong?  Maybe not.

The benefit of working with so many individuals across various workplaces is themes begin to appear.  This theme or sentiment seems pretty ingrained with a lot of us.  A while ago while working with a leader, they described that the real conflict was with their boss. The lack of trust, and second guessing that their boss did made the situation impossible for this leader to function.

The more we talked, the more I asked questions about what was actually happening in this leader’s workplace.  Towards the end of our time together I had one final question.

“Now that we talked about what is really happening in your operation, was your boss right or wrong?” I asked.

There was a long pause.

And another.

“Right, [expletive], it.”

The revelation was clear.  The boss was trying their best to coach this leader about an identified problem in their operation.  The boss was right.  The leader could not see the problem, but focused on the issue with the boss instead.  The whole time this leader was fighting against the boss, valuable time had been lost and the situation was getting worse.

My friend’s message and this meeting made me think about my own life.  How often do I take something personally or let my ego get in the way of becoming a better leader, manager, husband, father or employee?

I am taking my friend’s advice to identify these situations and try to be a little more humble.  Whenever I find myself disagreeing or saying that someone is “wrong” I take a step back.  Maybe the boss (or whoever is trying to tell me something) is right.

Reluctant Leadership

Posted on by Carl Weber

Working with people can be a lot of fun.  Either in groups, or one on one, being able to help people discover themselves and their style is very rewarding.  The reward comes from knowing that their personal, professional or leadership journey is progressing and moving forward.  In some small way, you were there providing advice, suggesting a course of action, or just offering the encouragement they needed to do what they know needed to be done long before you arrived.

Lately there has been a notable trend: Reluctant Leadership.

Granted, some behavioral styles and inner motivations are more “natural” leaders.  Other styles are more prone to support others or take the second or third chair.  But this pattern of reluctance lately has even included people who would normally be wired to lead, and lead well.  Where is this reluctance coming from?

Not wanting to lead appears to go deeper than just behavioral style and opportunity.  This reluctance is a murky swamp of reasons more profound that I originally realized.  When talking with some of these individuals, the list has included guilt, shame, fear, doubt and the list goes on and on.  You can hear their Narrators shouting when you interact with them, providing the reasons not to lead.  It is almost as if someone or something knew the need for leadership and preemptively attacked them so they would not, or could not lead.

Are some leaders bad?  Yes.  Have you tried to lead and were unsuccessful? Maybe. Should you stop trying?  NO!  Leading others is messy, hard, tiring, and amazing at the same time.  People need you.  They need you to step up and lead despite your fears, doubt or whatever that reason is that keeps you on the bench and out of the game.

The more I read epic stories (the kind that last for generations) most have a reluctant leader who transforms into the Hero, despite their self-limiting perspective and doubt.  We all identify with that reluctance and fear, and the corresponding hope that they will be successful in the end.  Maybe those authors over the ages have been trying to remind us of something: the best heroes are those who led despite reluctance.

All styles can lead.  All styles can lead well.  In some cases, we have over-glorified the strong dominant leadership style making others feel as if they cannot lead.  Some of the best leaders are those who encourage others, mend prior wounds, and help others become great.

Ironically, in most of the classic stories, the reluctant leaders are the “good guys” and those who we typically would associated with type A commanding leadership styles are the “bad guys.”  Maybe those authors were trying to tell us something.