What needs would employees need to fill that they aren’t getting at work? I’d love to hear your thoughts!
With Love and To Your Success,
Several years ago, I had a tremendous learning experience regarding forgiveness.
My mentor, a consultant hired by our corporate office specifically to mentor me for one year, leveraged the difficulty in the relationship I had with our division general manager to his advantage. By indicating that he was still needed beyond his contract (due to the strained relationship between the division general manager and me), he prolonged his lucrative consultant income for another two years.
I was eventually relieved of my managerial role and the consultant continued his monthly visits to manage and lead my department. I was hurt and resentful. I became exhausted carrying this load of pain and then I finally realized that holding this anger was not honoring or serving anyone, least of all, me.
After reconnecting with my spirit, I knew that I had to forgive him. The next time he was in town, I apologized for my behavior and told him that I forgave him for his part in reinforcing the wedge between the divisional general manager and me.
The immediate sensation I had was lightness. I could hardly believe how physically light I felt, and I remember holding on to the edge of the desk as it felt like I was going to float away. I was nearly giddy with delight and wondered what had taken me so long to get there.
What is keeping you from forgiving someone or yourself? The weight and burden are only hurting you. Free yourself with the amazing gift of forgiveness.
Better late, than never…
Abraham Maslow’s well-known and highly respected Hierarchy of Needs theory describes five level of needs. What does Maslow’s theory have to do with leadership?
If we don’t understand peoples’ needs, we don’t understand people. Let’s look at the needs beginning with the basic needs:
Maslow’s Hierarchy of Needs is based on three assumptions:
We can see how the first two tiers, our basic and safety needs are met, just by having a job and a paycheck. The pay affords us the ability to meet our basic and safety-level needs.
The third tier, belongingness and/or social needs, are the connections with others we crave. Often, after a certain period of time on the new job, we seek relationships with those with whom we work. Going to lunch, taking coffee breaks with each other, or perhaps a cocktail after work are all ways in which we fill these belongingness needs. It is not unusual for someone to say they “hate the job, but love the people they work with”. This is an important sign for leaders to notice. As soon as those employees get their social needs met outside of work…they are gone!
Our esteem needs are when we seek outside approval from others. We want to know we are valued and appreciated. Employees always remember leaders who are good at this. We often remember how we felt when someone said something to or about us, rather than the specific words uttered by the person. How we felt about those statements or actions, has a much longer duration and more deeply affects us than the actual words. I remember while growing up I often heard my mother repeating one of her favorite mantras, “Actions speak louder than words.” How true mom, how very true! This is often the place that we lose “good people” at work, because they don’t feel valued and honored.
The highest level of needs Maslow presented was the need for self-actualization. This is where we seek, with a ferocious hunger to find meaning and purpose in what we do. OK, we may start a new job and begin the quest of the hierarchical pyramid all over again, but we will eventually be right back to this higher order of need. Meeting this need is the fulfillment of meaning. People leave organizations when they reach this need level because their work is not a conduit to their meaning-seeking behavior and need.
As always, I love to hear from you. What level are you at currently? What is one immediate action you can take today, based on this knowledge?
Power is a hot topic. Not all power is equal. In this video, I review the five types of power in leadership, how shared power can make followers uncomfortable, and some considerations you will be able to apply going forward.
We have been taught for too long, to let others define our thoughts, feelings, jobs, lives, and meaning for us. What to think, what to wear, how to feel—is it any wonder we get nervous when we receive permission or power to make decisions or design aspects of our lives for ourselves?
Like anything else in this world, all forms of power can be for the greater good or for selfish and egoic purposes. As we review these five types of power, consider your former bosses and your own leadership style as you prepare to better define what kind of leader you choose to become.
I would love to hear from you. What is your go-to type of power and why?
What in the world, do these three things have in common?
As leaders, we have a responsibility to lead and inspire with clarity. In our busy world, we often don’t take the time to just think and get really clear about the vision and more importantly, the path, systems, and steps necessary to realize the vision.
And even worse, we think we have to get there on our own.
Well, the good news is that we are not on our own.
Prayer and meditation are ways we connect with our Source. Stillness and silence are also paths to feeling that connection with the Universe. French philosopher and scientist Blaise Pascal stated, “All man’s miseries derive from not being able to sit quietly in a room alone.”
Through stillness, we obtain clarity. When we have clarity, we have time gained. Time gained comes to us because we have a clearer picture of the problem or dilemma and see an unobstructed path to follow.
I cannot think of a more cost efficient use of time. The return on investment with time spent in silence with our Source is abundance beyond our wildest dreams. Some color mandalas, some bring mats to work to meditate, while others simply take time during a pause in the day to find their Source connection.
As always, I love hearing your thoughts, what topics would you cover if you were meditating on a lunch break?
Micromanagement is really just FEAR-Management.
In the workplace, fear-based leadership is manifested in a number of ways. We see fear in leadership when employers do not trust the employees to do the jobs for which they were hired. Many managers are fearful of losing control, resulting in micromanagement. Micromanagement is a classic display of fear.
I once had a student challenge me when we were discussing micromanagement in class. He thought the concept was exaggerated. I then shared with him an experience I had while working with a homebuilder:
We were opening up a new community in a different state than our corporate headquarters. After we selected a mailbox and a holiday green color (the same color as the community logo), management asked that we paint the mailbox we selected using the exact same green paint and then ship it back to corporate headquarters for the company president to approve the mailbox and paint color!
What are some micromanagement situations you have experienced?
Words are powerful.
Recently in the news, we see yet another celebrity immersed in backlash for words spoken. True, as Maya Angelou stated, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” It is those words that we speak that create such an emotion-filled response.
Thoughts are powerful, but only because thoughts are steeped with words and stories we tell.
As leaders, we have a huge responsibility to be thought-filled of our words, the vehicle, by which we communicate.
Let’s not just be conscious and strategic in the words we don’t say, but even more responsible in the words we do say.
Do your words lift up or pull down?
Do your words encourage or diminish?
Do your words inspire or de-motivate?
Are your words love-fueled or your words fueled by fear?
Remember, leadership is powerful—use your power wisely.
For many of the leaders I work with, delegation is a real struggle. Leaders resist delegating because we are so accustomed to doing the work ourselves. Many times, fear will rear its ugly head, thinking that if we want the work done correctly, we must do it ourselves. And then there is the time issue of communicating and training others to complete the task for us.
Ahhh, but the benefits of delegation far outweigh the negativity that surrounds this illusive skill. When we delegate, we have more time for our high-priority tasks and we actually get to experience the joy of completing our tasks! Delegation increases our productivity and is a much better use of our resources. Delegation gives us freedom.
True, there are some tasks best kept to ourselves such as personal matters, confidential activities, crises, and activities that are specifically delegated to us. However, we can delegate paperwork, routine tasks, technical matters, tasks with developmental potential, and employee problems.
Since we are not born with the delegation gene, we must learn this skill. It’s not as hard as you think! Just follow these four simple steps and you will be delegating before you know it:
Which step is trickiest for you?
Now go forth, delegate, and prosper!