Leading by Influence - Tim Wilke

What you need to conquer to change yourself for the better

I know I should change my behaviour but …

Improving your technical competencies usually involves some sort of skills training.  Whereas becoming a better leader often means changing your behaviour.  And of course, you know how difficult the latter is to achieve.  However there is good news.  There are techniques such as affirmation and visualisation which can help you this.  But the bad news is that many people can’t find any logical reason for why they should even change in the first place.  There are basically three reasons for this.

  1. The first one being something known as the “Better than Average Effect”; excellent examples of which appear in a study of “Helping successful people get even better” by Marshall Goldsmith (Business Strategy Review – London Business School, spring 2003).  In it, he talks about “as we become more successful, it seems harder to change” i.e. “when things are going well we often feel no reason to change”.   Goldsmith then goes onto say that “one of the greatest mistakes of successful people is the assumption, “I am successful.  I behave this way. Therefore, I must be successful because I behave this way!”
  2. The second reason relates to a concept known as “Confirmation Bias”.  This is the tendency for people to favour information which confirms their beliefs and to ignore information which challenges those beliefs.  Often this bias relates to emotionally charged issues especially those relating to politics and how people behave.  Bottom line?  Most people tend to see the world through a selective filter; only letting in information which confirms what they already believe and disregarding opinions which go against those beliefs.   Which means that the truth doesn’t always enter into the equation.  Instead it’s simply a case of people only accepting evidence which is consistent with their own point of view and ignoring the rest.  Benjamin Franklin said it best.

“A man convinced against his will is of the same opinion still”

  1. The third and final reason is that people are simply “creatures of habit”.  This means that they prefer for things to remain the same and therefore tend to stick with the way they currently behave.  It makes sense from an evolutionary point of view because it saves time and mental energy.  And it’s for this reason that people’s brains are hard-wired in such a way. However due to the brain’s plasticity, you can re-wire it.  And by doing so, you can take on new behaviours; thus breaking away from your old ones.  It’s not difficult to do but it does require repeating a new behaviour over and over again until it becomes permanently wired into your brain.

Changing your behaviour requires a change in mindset

So it is possible to change your behaviour but you must first make a commitment to it happening and then follow it up with the necessary actions.  Yet if 1) you can’t get past your confirmation biases; 2) you continue to believe that you are already good at what you do i.e. you regard yourself as definitely being “better than average”, and 3) you can’t break away from your deeply ingrained habits, you’ll end up doing what Albert Einstein once said about ‘insanity’.

“Doing the same thing over and over again and expecting different results” 

So you need to distinguish between what is real and what is imagined and then take the appropriate actions to rectify it.

Here are two quotes which clearly demonstrate this point.

  1. “All wise thinkers have said for ages that the greatest limitations are those man imposes on himself, and thus the greatest obstacles to success is a mental obstacle.” – Mark Fisher from his book “The instant millionaire: a tale of wisdom and wealth”.
  2. One of the scenes from the 1980 film, “Star Wars Episode V” shows Yoda effortlessly freeing an X-Wing fighter from the bog by using “The Force”. Luke Skywalker amazed at what he had just witnessed says, “I don’t believe it”.  Yoda immediately responds with, “that is why you fail”.

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The secret is out on why I wrote my first leadership book

Look Inside - front cover - e-version

How I wrote, “Look Inside: Discovering the secret to leadership success”

I started in mid-2012, with the working title of “The Respect Code: A scientifically proven way to unlock your full leadership potential“. It was based on a concept similar to that of “The Da Vinci Code” by Dan Brown, in that a code is required to open a box full of tools for helping people become better leaders.

However at 18 months into writing the book, I had an epiphany. This being in the form of a Formula for Leadership Success. Well what else would you expect from someone who has a professional background in science and research?

Now without giving too much away, the Formula is made up of six different behavioural traits or characteristics which people must have if they are to be regarded as a great leader by their followers. However, I just didn’t pull this Formula out of thin air. It came from the following sources.

  1. Studying the traits of influential leaders such as Dwight D. Eisenhower, 34th President of the United States; Tony Hsieh, CEO Zappos.com; Richard Branson; Edwards Deming, influential business consultant; Wayne Bennet, an NRL coach who holds the record for the most grand final wins and Dr’s Bill Horsfall, Denis Campbell and Dilip Dhupelia, my early mentors and role models.
  2. Reading books by Dale Carnegie, Stephen R Covey, John C Maxwell, Daniel Goleman, Stephen Lundin, David Rock, Daniel Pink and Ken Blanchard.
  3. But most importantly, by analysing my own observations and experiences from 27 years in general management and 13 years as a chief executive.

However I was acutely aware that it’s one thing knowing what the Formula for Leadership Success is, but it’s another thing entirely to put it into practice. The reason for which is as the mentor in the book says, “adopting a new behaviour is much easier said than done. Knowing this, (I’ve) devised a 3-pronged approach to overcome this difficulty. The details of which are this.”

  1. Eight behaviour-changing activities collectively referred to as the RESPECT process. So my original idea of the Respect Code got replaced by a process with the same name.
  2. A range of fun tools to make the process more enjoyable. There was no way that the tools were ever not going to be included in the book.
  3. A schedule to help keep you on track.

However when I had almost finished writing the book, I thought “this all sounds a bit sciencey and dry“. What if I used the concepts contained within it, to write a story about two “supposedly” fictitious characters who set out on a journey together to discover the secret to leadership success. I figured if FISH!, by Stephen Lundin, could successfully hook in readers, I could do the same with LOOK INSIDE!

After another year I finally finished the story-version of my book.

But where did the “Look Inside” bit of the title come from, you ask? Well my next door neighbour, who is also a writer, came up with that, the meaning of which will become obvious after you read it. I added the by-line of “Discovering the secret to leadership success“. Not much thought was needed for that bit.

So I hope you enjoy my story of two friends – Bryon and Ruby – who were keen throughout most of their journey of discovery to work out what it actually takes to be a good leader. But most importantly I hope it helps you become the leader you’ve always wanted to be. Because it’s as two of the reviewers of this book said. 

  1. “Tim is right when he says great leaders are not born. They are made.” 
  2. “The secret is out, no more excuses.”

And while I talking about reviewers of my book, here is just a sample of what others had to say about it.

It is obvious from the beginning that Tim is a storyteller and someone who understands and has analysed leadership from all angles. Part JK Rowling, part Barbara Cartland, Tim uses the intimacy of relationships to contextualise the nature of leading. His insights are palpable and he sets you on a unique journey of discovery that is entertaining yet fundamentally educational. A book for all those who aspire to be “good” leaders in the truest sense of the word. 

“Look Inside”‘ is set to become the next big thing in leadership training for both individuals and trainers. Weaved through the storyline is a powerful leadership system as well as a step-by-step methodology to incorporate the system into your life. ‘ROK Star’ Wilke also includes some practical tips for trainers wanting to use the book as the basis for leadership workshops. 

What sets “Look Inside” apart from other leadership books, is the skilful way that Tim Wilke blends a gripping story with leadership wisdom. I couldn’t put it down! 

Tim cleverly weaves, lessons, tools and strategies throughout his leadership tale and takes you on a compelling learning experience which includes a riddle, a secret code, a formula, a tool kit, an oath and a card deck. Tim has also included some thought provoking questions which will challenge your thinking and encourage you to act. 

Tim has a well articulated leadership formula and framework which he brings to the fore using a storytelling format. The book provides readers an opportunity for introspection of their own styles and personal formulas for leadership success. I have great pleasure in recommending this book for leaders of all levels. 

A compelling read formed from years of coalface experience and dedication to the art of leadership. 

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How to get your team to perform better

People in a boat rowing

Good leaders have high performing teams and visa versa for that of bad leaders

Alison Vidotto, CEO of the Vidotto Group and leadership trainer, gave us the following insightful advice.

“How your team is performing is a reflection of you as a leader.”

Why insightful, you ask? Well let me explain.

When someone is a good leader, employees willing follow that person. And when employees do this, they give their best for both the business and the leader.

Or to be more specific, they,

  • are more productive, the result of which is that the business is usually more profitable;
  • have greater loyalty to the company, which means there is less employee turnover;
  • deliver a better customer experience, which leads to increased sales.

When that’s put into diagrammatic form, from the original work of James Heskett et al, it looks like this.

Willing followers - service - profit chain Heskett

Now if you want to know about the basis for this diagram, just click here.

Or to take the polar opposite view of it, a business which has mostly bad leaders results in these specific things happening.

  • 50% less productivity.
  • 30% less profitability.
  • 10% less sales.
  • 3 times as much staff turnover.
  • Twice as many sick days.
  • Around 50% more safety incidents.

So to finish where I started, the following advice given by Alison Vidotto is certainly insightful, but now you know the reason why.

“How your team is performing is a reflection of you as a leader.”

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Most things we know about leadership are wrong

head outline without computer cursor - cropped

Neuroscience tells us that much of our thinking around leadership is simply wrong.

“For every complex problem there is an answer that is clear, simple, and wrong.” – H. L. Mencken

I’ve just finished reading a great article by Janine Mace, which appeared in the October 2015 Australian Institute of Management (AIM) magazine. Here are just some of the new and powerful insights it contains.

“There is a big disconnect between how leaders lead and how our brains work. A lot of current leadership practice and structure is designed for the industrial era.” – Linda Ray, Director of the Neuresource Group 

“Leaders often put people under pressure to get them to perform, but neuroscience shows (this) makes people less open to innovation and new ways of thinking.” – Sharon Orrman-Rossiter, research scientist and managing director of Clarity Now 

“Usually there is a reliance on facts to make decisions. However good-quality decisions also use the social and emotional parts of the brain.” – Sharon Orrman-Rossiter 

“Research has shown it is not useful to keep working on a problem. It is better to step away, (thus) allowing your non-conscious mind to work on the problem.” – Corinne Canter, senior consultant at Human Synergistics 

“To put in place a new habit or neural pathway takes about six to eight weeks, or four weeks if you do it every day.” – Dr Trisha Stratford 

“We all have lots of biases and they can undermine leaders if they don’t recognise the need to develop and apply different types of thinking.” – Sharon Orrman-Rossiter 

“You need to understand the base organisational principle of the brain is that it is wired for survival. At the prospect of a problem, the brain moves to redirect resources through a flight-or-fight response. This results in leaders going into a defensive mindset and having a fragmented mind.” – Corrine Canter 

“The brain is programmed for novelty and loves rewards, so it is very easily distracted. When you keep pushing yourself, your brain gets tired. But if you switch attention after 25 minutes, the brain gets the novelty reward it needs.” – Linda Ray

What you can do

I think you’d agree that the information presented above is largely self explanatory. Which means that the only thing left for you to do, is to act upon it. However most will find this exercise particularly challenging for the reason that it requires a change in both your current thinking and the way you behave towards others as a leader. But take heart from what Dr Stratford said. That is, stick to repeating the new habit for at least six weeks and voila! It will become second nature to you.

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Why it’s important to listen to the ideas of your employees

The Beatles

Employees are the best source of improvement ideas

It’s true. Employees have the best ideas for improving a business. You may think you do – being the manager – but you don’t normally interact with customers to (THE) same degree as that of your employees. After all, aren’t the customers the one’s who experience any problems a business is having and therefore generally know what needs fixing.

However this employee-customer interface isn’t the only reason for why managers should listen to the improvement ideas of their employees. There is another one, and it is all about you. Or to be more specific, it’s about how you respond to your employees’ suggestions.

Imagine this.

One or several of your employees puts forward an idea that you consider to be “crazy” or just simply “outside-of-the-box”. Do you 1) immediately dismiss it outright as such or 2) give some thought to its merits before responding?

Well the anecdotal evidence suggests that response 1) is by the far the most common due to the belief that any “far out” idea is too much of a risk for any business to take.

You don’t want to be remembered like this

But what if that particular idea could go onto become the next big thing? Would you rue your decision not to proceed? Not sure?

Well just give some thought to how different the world would be today had the entrepreneurs and creative thinkers over the centuries heeded the advice given below.

  • “Everyone acquainted with the subject will recognise it as a conspicuous failure.” – Henry Morton, president of the Stevens Institute of Technology, on Edison’s light bulb, 1880.
  • “X-rays will prove to be a hoax.” – Lord Kelvin, President of the Royal Society, 1883.
  • “A rocket will never be able to leave the earth’s atmosphere.” – New York Times, 1936.
  • “I think there is a world market for maybe five computers.” – Thomas Watson, chairman of IBM, 1943.
  • “Television won’t last because people will soon get tired of staring at a plywood box every night.” – Darryl Zanuck, movie producer, 20th Century Fox, 1946.
  • “We don’t like their sound, and guitar music is on the way out.” – Decca Recording Company on declining to sign The Beatles, 1962.

For the source of this information, click here.

What you can do about it

Now you don’t really want to be remembered like any of the people mentioned above, do you? Of course not. And it doesn’t have to be that way. Because you can prevent it from happening by seriously considering each employee’s suggestion rather than immediately telling him or her that it’s far too risky or the customers won’t like it.

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Are you as good a leader as you think you are?

Farewell FROG - time for other ways

How do you rate yourself as a leader?

I’ve only worked in four different organisations but because it’s been over a 40 year time period, I’ve witnessed many employees who have suddenly resigned their positions and then promptly left. Now I don’t know about you, but it’s been a tradition at all the workplaces I’ve been at, to put on a “going away” morning or afternoon tea, where the person who’s moving on has an opportunity to say farewell.

Also as part of that process, a “wish you luck” card is sent around to all staff, so they can enter their parting words, which the person who’s leaving normally doesn’t get around to reading until he or she gets home.

So imagine this then. It’s not someone else who’s leaving the company this time. It’s you. You’ve decided it’s either time for you to do something different or you know that the only way of moving higher up the corporate ladder is to seek employment somewhere else.

What would staff write in your farewell card?

You’ve been with the business for over 7 years, hold a reasonably senior position and are in-charge of over 100 employees.

The “sorry you are leaving” card gets passed around to everyone before your farewell event. Now what do you think your staff would have written in it? Any of the following?

  • You’ve been an incredible boss, confidant and friend to me.
  • I have appreciated your wisdom and willingness to assist me over the years.
  • Thank you for creating such a wonderful workplace culture.
  • All staff hold you in high regard.
  • You have left an indelible mark on my “employment” soul.
  • You have always been such a welcoming and vibrant person to be around.
  • Thank you for always having a smile.
  • Your dedication, approachability and genuine commitment to staff was truly admirable.
  • I really valued the passion you showed in the work that I did.
  • Thank you for having faith in me and giving me the opportunity to grow.

Well the good news is that all those things would probably be said about you but only if you created a culture where your staff loved coming to work each day.

What if the staff’s comments tended to be a bit on the uninspiring side?

Now what if you got a whole bunch of bland or non-emotional type comments instead? How would you react?

  • Would it cause you to think, “I’m glad to see the back of that organisation” but still choose to think that you are a good leader despite your staff’s general lack of enthusiasm towards you?

OR

  • Would it prompt you to reflect on ways you could improve yourself as a leader?

To help you with your deliberations, I’ll leave you with one particular finding which has been reported time and again in various studies over years. It being this.

More than 90% of leaders rate their own performance as being good to excellent. However this figure comes in around 30% when the workers are ask to do the rating.

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Are you getting this one thing wrong?

Old hat-2

Expecting employees to simply do their duty is “old hat”

Studies have found that the following credo is still live and well in today’s business world. 

“Never mind your happiness; do your duty”. – Peter Drucker

However it’s something that may have worked at a time when people were largely of the loyal type but it ceased being the case more than 20 years ago.  That’s largely as a result of children seeing their parents loose their jobs in the 90’s (and again more recently) regardless of how much they did “their duty” for the company.  So when those “children” became adults and took up employment, they vowed not to repeat the same “mistakes” their parents made.

They were prepared to work hard but only if the leader created a culture where they got an opportunity to grow and learn.   And if they didn’t get it, they would move onto another organisation where they could.  However the really bad news for leaders is that in the next five years or so, there will be many more people who think exactly like this in most businesses.

Employees are happiness when they feel empowered 

Today’s employees aren’t happy in a culture where they are asked do their duty or aren’t empowered by their leader to do whatever is required to fulfil it.  Nor are they happy in a culture where they are treated as merely a ‘means to an ends’.  That’s 1960s Theory-X management thinking and simply doesn’t work in this millennium.  Drucker inferred as much by saying that “Most of what we call management consists of making it difficult for people to get their work done”.

Become a Theory-Y manager if you want staff to do more than just their duty

Of course leaders can choose not to be Theory-X type managers but instead make it much “easier” for their staff to do their job.  They can achieve this by building a culture that’s based on Theory-Y management.

That’s where staff:

  • Feel valued;
  • Have a sense of purpose;
  • Are given decision-making authority over the tasks for which they are held accountable;
  • Are allowed to exercise their initiative and creativity;
  • Feel part of a team; and
  • Make progress towards achieving a goal.

When those conditions are met, staff are not only “happy” to do their duty but are usually “happy” to do more than expected.  Now doesn’t every leader want that?  And all a leader has to do to make this happen is to take on board another quote by Peter Drucker, this being,

“The productivity of work is not the responsibility of the worker but of the manager”.

And that in my view, involves the manager creating a culture where staff are happy in the job they are doing.

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The one thing that most managers get wrong about motivation

Raining MONEY

“If a boss gives an employee an extra $10,000, they are motivated only until they get used to having that amount and therefore are driven by other factors.” – Nick Greenhalgh, Career Innovations (Management Today March 2005)

Show me the money

It’s reasonable to think that money, benefits and rewards are a motivator of performance .  Who, after all, can forget the “Show me the money” scene in the movie, Jerry Maguire.  It’s where Rod Tidwell, played by Cuba Gooding Jr. demanded Tom Cruise’s character to increase the value of his contract to a multi-million dollar amount.  Tidwell believed that by being paid more, he would improve his performance as a pro-footballer.  And this exact same myth continues to be perpetuated in many organisation even to this very day.  A situation that is made even worse when you see surveys that still report findings such as the following.

Top motivators in Business (or so some people say)

  1. Money
  2. Work/life balance
  3. Being valued and recognised at work
  4. Doing interesting work
  5. Working with great people

Well I say, don’t always believe what you hear in the movies or read on the internet.  

Money is important but it isn’t a motivator

Giving people more money and rewards simply doesn’t boost their productivity.  I’m not saying that money isn’t important.  Because it is. But it’s not a motivator.  Let me explain why by looking at the following diagram.

Satisfiers - dissatisfiers Hertzberg diagram

On the right, is a list of “satisfiers”.  They motivate people to produce more.  On the left are items such as money and rewards.  These are the “dissatisfiers”.  Which means that if you already pay people what they consider themselves to be worth, paying them more won’t motivate them to be more productive.  But if you pay them less than what they think their value is, it will demotivate them.  So the key message here is this.

Pay your employees at least the market or going rate.

However this isn’t the only reason for why money and rewards don’t produce the positive outcomes you seek.  For example if you single out just one person for a reward, the rest will think, “the manager doesn’t value my work so why should I even bother working harder.”

Likewise if you give all of your employees a reward for doing a particular job, they tend to spend more time on that task than they do on the others.  Its simply a case of “what gets paid, gets done”.  So is this what you really want?  Or would you rather have people putting their energies into each and everyone of the duties they are tasked to do not just those they get paid extra for?

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Most managers get this one thing wrong

we not me-3The most successful leaders take a “we” approach with their employees

Earlier this year, I read an article in the November/December 2104 Management Today about Carolyn Viney, the current CEO of Grocon. The story starts in the year 2008 when she, as a property lawyer, was asked by Daniel Grollo, the CEO of Grocon at that time, to take over the running of the development side of the business. Viney wondered how the staff in that area would react to a lawyer coming in as their boss, considering that the current workers had been there almost “all their lives”. Grollo assured Viney that everything would be okay because he didn’t want somebody who knew development but instead wanted someone who could lead the team.

This got me thinking.

When we start our careers, our first few roles are usually of a technical nature. That is, it’s to manage things not people. We make it our goal to carry out whatever we are tasked to do, to the best of our abilities. Once we achieve that, we next set our sights on becoming an expect at it.  Although we normally work as part of a team and as such are required to collaborate with others, we still have a tendency – dare I say it – to concentrate on ourselves at the exclusion of what everyone else is doing.

But what else would you expect. Most organisations in the past, and many still do, place a much greater importance on an employee’s individual performance than they do on how good a team player he or she is.

It’s surprising but relatively common to see this “me” mentality in teams sports.  For some players – and quiet often for the spectators – a team of champions is the holy grail. This stems from the belief that as long as each team member is highly skilled at what they are tasked to do, there is an expectation that the team will win most times.

In business, the “me” largely means focussing attention on one’s own performance and thus leaving the rest of the team to do likewise. The positive benefit of which is that we either reach expert status or at the very least become very good at what we are employed to do.

But what normally ensues as a result of this is that we often find ourselves being put forward for promotion to a leadership position. So do you know what people change about themselves following that appointment?  For many, not much. By that I mean, there are those who continue to operate with a “me” mindset. And we all know how well that goes down with staff.

But enough of this for now. It’s time to revisit the reassurance that Daniel Gollo gave Carolyn Viney when asked to head up the development arm of Grocon. That being, “We don’t need someone for the role that knows development, your job is to lead the team”.  So what does this say to anyone who is in a leadership position? That’s right, it’s all about others, not yourself.  It’s not how much you know about the technical aspects of the business or how proficient you are at doing what the staff do on an everyday basis. That’s a “me” mentality.

Leadership is different. It’s largely requires a focus on the “we” i.e. everyone including yourself. You can’t get each and every employee to perform at their very best or to work as a team if you continue to hold onto the viewpoint that being a good leader means knowing everything there is to know about what your employees do on a daily basis.  That’s their job to be a technical expert not yours. That’s now in the past for you. Besides, it’s not a requirement for being a good leader.

Much of this attitude can be put down to today’s obsession with individual recognition rather than understanding the importance of being a good team player. But that’s not really a valid excuse. Leaders have an extremely critical role to play in business and as such must do what works best. One of these is to take a “we” approach with their staff rather than the more common one of “everything comes down to me”. According to my observations, research and experience, which is featured in my book “Look Inside: Discovering the secret to leadership success”, you can achieve this by,

  • forming a mutually interdependent relationship with your employees;
  • being selfless i.e. by giving of your time to help others;
  • showing an interest in and concern for the wellbeing of those you lead.

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Don’t get these 2 things confused

Employee satisfaction and employee engagement are not the same thing.

Let me explain. Employees are satisfied when the lower levels of Maslow’s Hierarchy are met, such as,

  • being paid a fair wage;
  • receiving reasonable benefits;
  • having job security;
  • working in a safe and comfortable environment.

However according to the Penna research report (2007), employees can be satisfied with their job without being engaged in it. Which explains why satisfied employees are not necessarily high performers. On the other hand, employees are fully engaged at work only when the upper levels of the Hierarchy are met, such as,

  • feeling valued, recognised and appreciated;
  • being given the opportunity to develop and progress;
  • finding meaning and fulfilment;
  • having a sense of belonging and importance;
  • being empowered;
  • having autonomy.

The results of which are employees who are,

  • motivated to perform at their best;
  • committed to the mission of the organisation;
  • feel passionate about their job;
  • deliver more than is expected of them.

So which would you rather have, satisfied employees or fully engaged employees?  I know which one I’d pick.

What you can do

  • Forget about trying to “satisfy” your employees by giving them such things as bonuses and rewards. Instead seek to “engage” them by implementing strategies which fulfil the top half of Maslow’s Hierarchy.
  • If you want to know more about the Penna research report, click here.

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