So what can you do to prevent what you don’t know from hurting you? And what are the things that can creep up on your after you’ve hired a new group of people, or promoted someone to a management role?

3 things that can hurt you, and how to prevent them:

1. Newly promoted leaders – This happens all the time in organizations. Someone is promoted from within because they know their department like the back of their hand, but once promoted have no idea how to properly lead a team. Experts don’t always make the best leaders or bosses, and sometimes the things that made them successful as individual contributors are the same things that will keep them from being a good leader. They can’t explain to the people that report to them why things are a certain way, because if it makes sense to them, it should make sense to everybody. They’re not great at describing, teaching, or leading by example. This is a classic case of someone who is personally excellent, but can’t properly teach or lead.

Solution: Coaching - Our business coaching services for incumbent leaders and newly promoted leaders are key to your organization’s success. Our coaching model is based on learning about the needs of our client, and providing a practical, business-focused approach to help them meet current challenges, and tackle new ones.

2. Employee behavioral problems – Sometimes a person’s true colors don’t come out until months after you’ve hired them, or until they are in a high-stress, high-pressure situation. Personality clashes happen in every organization, but there is a way to learn how your employees will work within their assigned teams, and under their supervisors or managers.

Solution: Behavioral Assessments – The best way to prevent this bad surprise if by performing behavioral assessments on anyone you’re considering hiring, no matter which position it’s for. Why? Because even if they’re not in management, they will be working on a team with other people and managers, and you’ll want to be sure everyone’s strengths are personified and working in a cohesive way for the best results possible. You would be surprised the things you can learn from a simple assessment we provide for your potential new hires. Click here for more information.

3. Reduced morale – Sometimes in business employees can feel like they keep bumping their head against a glass ceiling. In today’s world of slower growth and running close to the edge on resources, chances for advancement, promotion, or even just increased skills can seem few and far between to employees. This may lead to reduced employee morale if the talent you have doesn’t realize that they are a valuable asset to your organization.

Solution: Succession Planning - One of the best strategies to prevent reduced morale is to employ a comprehensive succession planning process that is viewed as logical, fair and objective by your employees. If you make sure everyone is on the same page and understands their key role in your organization, and if you make them feel that they are a valuable asset, they will be far more likely to go along with any changes you make to the organization. We can assist you in forming a succession planning strategy, or enhancing the one you currently use. Retaining your talent remains the single best way to hit your business goals and objectives!

For more information on all of these services Upper Right Leadership provides, Contact Us today!

So here are the 5 Qualities of Bad Leaders:

1. You’re never right – You know this type of boss; the one who refuses to listen to another person’s ideas, and is always going to turn the conversation around to where they are the ones who have all the answers. This is ok as long as they actually do have better answers, and it’s not just their ego getting in the way. You can spot these people by their non-verbal signals that say: “I’m more important than you, and let me tell you why.” The mark of a good leader is one who is able to listen to their team for valuable insight and ideas, and realizes that it’s ok for others to come up with solutions from time-to-time as well.

2. Never a thank you – Positive reinforcement and pats on the back work not only for dogs but people too. And for good reason. It’s encouraging! No one wants to work their tail off day in and day out, never to get a single thank you. Why would someone stay at a company like that? And who wants to work for someone like that? Not many people can, or will. Even if you aren’t the type of person who thrives on that sort of thing, you still like to know you’re either A. On the right track or B. Appreciated in the company. You spend more time working at your company than with your family and friends. So why do it for a leader who doesn’t even notice your work? Don’t let this be you; thank your team.

3. Double standards and hypocrisy – Ouch. This one is really painful, for everyone involved. I’m sure you’ve worked for someone who lives by the ‘Do as I say, not as I do’ rule of thumb. And if you haven’t then count yourself lucky. The bottom line is that as a leader you are being watched. Constantly. Don’t let that worry you or make you anxious, but know that you have been given an opportunity to show, not tell, your team what a good leader looks like. So set a good example and practice what you preach. Above all, don’t talk about it- be about it!

4. Gossip and backstabbing – It’s sad this one even needs to be on this list. But it does happen, and needs to be addressed. You would think that someone who has reached management status knows better than to talk behind anyone’s back, especially about someone on a team to someone else on the team. You wouldn’t want people saying things about you without your knowledge, so we need to be careful and do the same for others. The example we should set as leaders has to be a higher standard than the world around us. If not, then why are we called leaders?

5. Not rewarding hard work – This may sound like a duplicate entry for the one about never thanking someone, but actually it’s more about rewards above and beyond verbal encouragement. A little fact leaders might not know is that the people under you have a mental timeline. For what you ask? They have in their minds a set amount of time to pass before they expect a reward of some kind for all of their hard work and efforts. Rewards run the gamut from raises, to bonuses, to time off, to free meals or letters of recognition. We need to remember that different people are motivated by different things, and we need to use all of the tools at our disposal to show people we recognize and appreciate their efforts.

I hope you’ve received some valuable reminders as a leader of what NOT to do as a leader. Before we start thinking of all the things we should start doing as a leader, let’s be sure and stop doing some things we may be doing now that are bad leader behaviors.

Contact us today for more information on how you can become a better leader.

1. You get what you put in, AKA: You reap what you sow - If you really take the time out to listen to what your employees are saying, and what they need to perform at the top of their game, then you are actually benefiting yourself. Many times they show you in a variety of ways – through behavior assessments, personality tests, performance reviews – but the best way to be a good listener is to actually practice it on your own employees. You should especially listen when someone who is usually rather quiet gets the nerve up to talk to you about an issue that is important to them (even if it’s not really important to you at that time). This will pay off in the long run because they will feel like they can come to you for advice or a listening ear, AND you’ll find out what’s going on behind the scenes in the company. This brings me to my next point.

2. You learn what to tweak - How else are you going to know where to improve if you aren’t listening to what your customers are saying? And please, please don’t think that using old antiquated ways of asking for their comments or suggestions are going to work. They simple won’t do anymore. These days people are busy, distracted and stressed out. Instead, try using a quick online or emailed survey (attached, not in the body), and limit it to under five questions. It should literally take a person two minutes to finish your survey, unless of course they’re filling out a long comment in the comment area. In which case, great! You need feedback, both good and bad, so give them a space to do so. And if you get an angry one, use this as an opportunity to turn your biggest complainer into your biggest fan.

3. You see where to keep investing - If you’ve noticed that you’re losing money in a certain area despite all of your best efforts, it’s time to sell. And I don’t mean your stocks. I’m talking about an area of your company or brand that maybe at one point was doing great, but now, not so much. The same technique works in reverse. Your company can speak to you in nonverbal ways as well. If you notice there is an area that is really taking off, and seems to strike a chord with your audience and customers – Keep it up! I know, it seems common sense, but you would be surprised how many CEO’s and business owners fail to let a sinking ship go. Just keep in mind one thing when listening in any of the ways I’ve mentioned:

You should always be growing, or progressively getting better; because if you’re not getting better, you are getting worse. Stagnation is just another form of getting worse. The same goes for breaking even, or barely scraping by. Branch out, try new things, and get with the new programs! And the best way to ensure you’re always growing and evolving with the changing times? LISTEN

Click here to see how we can help you listen better, and help you grow your business!

Or contact us for questions or comments. (We want to be good listeners too).

1. Be a team player – sometimes you have to take one for the team. What I mean by this is that it’s not all about you; it’s about making the team look good. Know when to delegate which specific tasks to the individuals who already excel in those categories. How do you do this? See #2:
2. Perform behavior assessments to find strengths – how can you delegate if you don’t first find out their super powers? If you put someone on a project that loathes math and is terrible at it, then obviously they aren’t going to perform well. So instead of trial and error, why not figure this information out first, and assign or delegate later based on your findings.
3. Be teachable – just because you’re the boss, doesn’t mean you can’t learn a thing or two. You should always progressively be getting better, more well-rounded, and enculturate yourself in whatever environment you’re in. And keep learning and growing so you can pass that knowledge down to the team, or else you may get left behind. Similar to technologically-inclined individuals who have to frequently re-learn entire systems and processes every few years due to changing technology and software, you too should be improving each year to benefit your business and your team.
4. Know your stuff – you should stay informed on current events and trends that affect your industry, company and team. If nothing else you won’t be completely clueless when asked a question in an elevator by a potential client. If you sound like you know your stuff, especially the most current stuff, you’re much more desirable as a guru in your field.
5. Lead by example – you can’t force someone to trust you, or respect you. But if you lead by example, and set some good ones, the majority of your team will follow. Said another way – Don’t just talk about it, be about it. Don’t ask your team to do anything you wouldn’t do yourself, and don’t ever let them think you’re just managing by walking around. If anything, they should be glad you’re the boss, because they don’t want to have to do all the things you do. Otherwise, you may have someone who would LOVE to quickly take your place, and may try to undermine your efforts.

For more information on how to be a great leader, and more tips on improving business processes and procedures visit our website at: http://www.upperrightleadership.com

Below are the estimated costs associated with employee turnover:
• $800 - Direct cost to separate employee: Exit interview, administrative time, separation pay, unemployment tax Increase.
• $500 - Vacancy cost: Overtime by others, temporary help, minus wages saved due to vacancy.
• $700 - Replacement cost: Administrative time, marketing applicant, entrance cost (interviews, testing, etc).
• $1,000 - Training cost: Manuals, on-the-job training, etc.
• $900 - Performance differential: Ramp up/learning curve, etc.
Total: $3,900 per employee

If you have 200 employees and lose 12 a month, that’s 72% churn per year; that's over half a million dollars lost per year!

So what’s the solution? Exit Interviews performed by Upper Right Leadership.

Conducting exit interviews by someone other than the immediate supervisor is a sure fire way to get honest answers. How honest do you think your terminated employee is going to be if the person doing the exit interview is the reason why they are leaving your company? Most people voluntarily leave a company because they can’t work with their direct supervisors. We are a non-biased third party who knows the right questions to ask, and how to evaluate the results.
Email us today to get more information on how to stop this vicious cycle that is leaking thousands from your company every year. mailto:smosley@upperrightleadership.com

Check out our website for more helpful tips: www.upperrightleadership.com

Upper Right Leadership has the certification and experience to know which assessment tools to use for your company, what to do with the information, and provide follow-up support if needed.

Still not convinced? Here are 5 reasons you should use behavior assessments:

1. They provide a complete picture of a person’s performance and contribution. Many times your assumptions about a person’s performance are completely wrong. You either have a slight bias in your reasoning based on an experience filter you’re seeing them through in your mind, or you are too busy to really know what exactly they do on a day-to-day basis. We have assessments that give a better, more well-rounded view of an employee’s performance based on feedback from all key people they have relationships with.

2. They help gauge emotional intelligence, a key predictor of success and satisfaction in life. If an employee isn’t sure how to manage both the social and emotional demands life places on them, they won’t be able to give 100% to your organization. Their failure to adapt both socially and emotionally to the surroundings in their workplace tends to be the leading cause of career derailment.

3. They help you assess the underlying sources of behaviors. If you can find out the ‘why’ behind the ‘what’, then you are one step ahead of the game in terms of development and training of new or existing employees. This also helps you see the ‘dark side’ of a person when they’re under extreme stress and pressure. These things are great to know before they actually occur and it’s too late.

4. They show you which environments are best for each employee. When you know a person’s core values and goals, you’re better able to put them in a position to succeed by helping to ensure they’re doing not only what they’re good at, but what they love and where they love to do it. Many times employees don’t even really know what they want to do with their lives, they just know they have bills to pay, and you’re hiring. That situation doesn’t benefit anyone. This can be a learning experience for everyone, and makes sure you have the right people in the right positions.

5. They show you areas of conflict and how employees prefer to deal with them. Problem-solving skills are vital in any business, however the ways a person goes about solving key problems isn’t always a cookie cutter process, and many times you can be caught off guard by a person’s behavior in the heat of the moment. You can prevent bad surprises by assessing and utilizing the diversity of your team’s skills and instincts.

Allow Upper Right Leadership to help you pick the right assessments for your business purposes, analyze the results, and make follow-up decisions to benefit your organization and the people in it.

www.upperrightleadership.com

Corporate culture has long ignored the fact that we can't check our feelings at the office door. Why it's high time to get rational about emotions in the workplace. This is a good Time magazine article on Emotional Intelligence and the workplace. While it touches mainly on the display of emotions at work, that is one key component of Emotional Intelligence Skills. This is the final post of a 3-part series on Emotional Intelligence and Business Impact.