Leading Self and Others to a More People-Centric Being

Abstract

Having supportive partners is not a given for people in leadership positions. We have to earn partners and that depends on how we show up as leaders. I argue that earning partners requires us to act with the highest level of respect, but in a broader and more comprehensive way. The R-E-S-P-E-C-T Model of leadership is both a goal and a path. It calls for building Relationships, Engaging people, Supporting growth and development, providing meaningful work to foster Pride of accomplishment, Empowering people, Caring about and for our people, and Thanking them for their contributions. In the second part of this chapter, I speak about what it takes to earn the right to lead others toward a more People-Centric viewpoint. Here I address the power and importance of being a People-Centric leader, and thus, modeling the way for others.

Application Activities

Look over the following self-assessments. In this chapter, they are designed to give you an insight into the extent to which you lead with R-E-S-P-E-C-T and whether you have earned the right to lead toward a People-Centric culture. You may want to conduct a survey (see Application Activity 8.2, available for your use in getting feedback) or conduct focus groups (using the questions in Application Activity 8.1) to learn how others see you. We seldom have trouble deceiving ourselves! Gathering information on how others see you can be a powerful way to see our blind spots, our development needs, and our challenges as leaders. If you do decide to seek feedback, thank those who provide it. It’s what a People-Centric leader would do!

Application Activity 8.1: The R-E-S-P-E-C-T Model Acid Test

In ancient times, jewelers who sold gold to royals often had to pass a test that would assure their buyer that, indeed, their merchandise was real gold. The royal would dip the jewelry into a bath of acid, and if it came out unharmed, the merchant would pass and be richly rewarded. If, however, the jewelry changed in any way, …well, the merchant had a real problem! This was called an acid test—it was the best, most direct way to know the truth. This is your chance to learn the truth.

People-Centric Leaders Always Act with RESPECT

• R = Building strong, supportive Relationships

• E = Making work Engaging

• S = Supporting success on the job

• P = Fostering Pride of accomplishment

• E = Empowering people to contribute their best

• C = Caring for people’s well-being

• T = Thanking people for their contributions in meaningful ways

Below are a series of questions that will be your acid test. Answer them honestly—each reflects on the real R-E-S-P-E-C-T you show your people. Note, several questions may be best answered by gathering information from your people! Your people are the acid!

• 1. What words and phrases best characterize the relationship between you and your people? {R}

• 2. Are your people hard-working and engaged in ways that produce results that you can count on? {E}

• 3. Do you provide enough support (e.g., training, coaching, resources, etc.) to assure your people have the capability to be successful? {S}

• 4. When was the last time you made it possible for your people to be proud of their work? {P}

• 5. Would your people say they are empowered to make appropriate decisions and take appropriate actions without first obtaining your permission? {E}

• 6. Do your people feel that you care about them—that their best interests are considered when making important decisions that affect them? {C}

• 7. How often do you thank your people for their contributions? How often to do you celebrate success? {T}

So, How Full Is Your Container?

Self-reflection is a good way to begin any personal change journey. After answering these seven questions, think about what your answers mean about you.

• 1. How did you stack up to the R-E-S-P-E-C-T Model components?

• 2. What was your greatest strength?…greatest need for improvement?

• 3. What commitments are you willing to make about moving toward becoming a more People-Centric leader?

Application Activity 8.2: People-Centric Model Feedback Form

People-Centric Leadership Feedback Form  On this assessment, rate _____________ on each of the following seven scales. Each represents a component of the People-Centric Leadership Model. Your feedback will be combined with others to help ______________ better understand the extent to which his/her leadership style conforms to this model. Add comments on a separate sheet of paper to highlight the most important feedback you can provide for your ratings.
1. Relationships—To what extent does this person build and maintain trusting relationships at work?	Low moderate high  1-------2--------3----------4---------5 score = ___
2. Engagement —To what extent does this person support real engagement at work, giving or encouraging people to find meaningful goals and challenges that they want to pursue?	Low moderate high  1-------2--------3----------4---------5 score = ___
3. Support —To what extent does this person support the development of people through such activities as coaching, mentoring, and providing developmental feedback?	Low moderate high  1-------2--------3----------4---------5 score = ___
4. Pride —To what extent do people feel real pride of accomplishment because of their meaningful work, stretch goals, and/or personal challenges that they work toward and accomplish?	Low moderate high  1-------2--------3----------4---------5 score = ___
5. Empowerment —To what extent does this person empower people to make decisions and take actions in support of their work goals?	Low moderate high  1-------2--------3----------4---------5 score = ___
6. Caring—To what extent has this person demonstrated that he/she cares about the people he/she works with?	Low moderate high  1-------2--------3----------4---------5 score = ___
7. Thanking —To what extent does this person thank his/her people for the real contributions they make, expressing real gratitude for their efforts and results?	Low moderate high  1-------2--------3----------4---------5 score = ___

Add specific feedback for this person on a separate sheet that will help him/her better understand your ratings. Focus your feedback on your ratings to these seven items.

Application Activity 8.3: People-Centric Leadership Feedback Form—Interpretation

If you received feedback from the People-Centric Leadership Feedback Form, do the following.

• 1. Think, objectively, what your feedback could mean. It is easy to become defensive when receiving feedback when the feedback points to problem areas, especially areas that we see as strengths. Try to be objective in reviewing the feedback—assume that your raters were trying their best to support your development as a People-Centric leader.

  After a careful review of the feedback, pause to ask yourself what it means to you—and how it can further your development. Self-reflection is a good way to begin any personal change journey.

• 2. How did you stack up to the R-E-S-P-E-C-T Model components in general? Any surprises?

• 3. What was your greatest strength?…greatest need for improvement?

• 4. What commitments are you willing to make about moving toward becoming a more People-Centric leader?

Application Activity 8.4: Have You Earned the Right to Lead?

This is an important activity—and a private one. Answer honestly.

Most of us really do know the truth. We sometimes (often?) hide ourselves from it or distort it or find reason to discount it, but we know. When we watch others’ reactions to us carefully and listen to them without applying self-protective filters, we know. This activity asks you to reveal and reflect on whether you have earned the right to lead—not whether you have a management position with authority, power, perks, and so on. Rather, I want you to think about whether your people really do regard you as a People-Centric leader.

Consider the following as you answer this question:

Do you talk to your people about a positive future you want to create together? Do you help your people find meaning and purpose in what they do? Do you lead teams (formally or informally) to accomplish something special? Do you engender commitment, effort, and a willingness to take risks to accomplish something special? Do you fall back on carrots and sticks to get anything done, managing rather than leading? Do your people act more like direct reports or follower and partners? Have you earned their respect?

What Do You Think?

• 1. Have you earned the right to lead? Explain your answer.

• 2. What is the one thing you can do to improve your leadership ?

Application 8.5: Does Your Behavior Earn You the Right to Lead?

You need to get noticed…for the right reasons…to earn the right to lead toward a People-Centric future. That means you will need to become a visible supporter of People-Centric decisions and actions. So, how do you get noticed? Obviously, you will need to be a role model for the change you want to see in others. That’s the ante for earning the right to lead others. Your actions must be aligned with your words…it is the most visible way you can show others you are serious about the new future you want to see them embrace.

But, there is more. Think of when you notice other leaders…especially when you notice other formal leaders. I’m betting it is times when they made some kind of sacrifice, did something that wasn’t required or normal or necessary. For example, you notice people in authority when they turn over decisions for you to make, especially when they normally would be expected to make those decisions themselves.

What Do You Do That Stands Out in Support of a People-Centric Culture?

Here are some sacrifices that leaders can make. Look at each with an eye on your own behavior.

In the past three months, have you:

• 1. …sacrificed budget dollars to support a People-Centric cause or for a People-Centric celebration?

• 2. …sacrificed some time during a busy day to be available to do something or to meet someone when it was obvious that you didn’t really have the time to do this?

• 3. …sacrificed control to others that you normally would hold on to tightly, and allow others to make decisions or take actions that you were really ready for?

• 4. …sacrificed your ego by allowing yourself to accept criticism or fault for something that you would normally be defensive about?

• 5. …acted selflessly by supporting others or the larger organization, rather than focusing solely on your interest or your area or your function?

• 6. …righted a wrong that you caused, apologizing sincerely?

• 7. …followed through on something that you didn’t fully agree with, but committed to do anyway?

So, what do you have to do to earn the right to lead?