“Good managers have a bias for action.”
No one ever said it was easy being the boss. In addition to being the point person you are also the fall guy (or gal). People expect a lot from you and whether you are dealing with employees, clients or higher-ups’ they all tend to come from a place of take-take-take. Overall it can be an exhausting position to handle…but are certain factors wearing you out more than others?
While you may be a manager, you need to keep in mind that you are human too. Even if you are not consciously aware of them, hidden biases can affect your decision-making and leadership ability. This is why it is important to be aware of situations where your personal (sometimes even hidden) biases try to take over. Read on to learn how to discover your professional biases and more important, how to overcome them.
Lay Your Biases On The Table
Chances are you hired people onto you team because they shared similar ideals and fostered an attitude that matched your work place. This is common, people tend to gravitate toward people they can relate to; the tendency to act this way actually reinforces your natural biases. The same thing might happen when dealing with clients or higher-ups’, you want those people to get along with you and might not even realize that your compliance is causing you to adopt their own preferences.
The first step in uncovering your biases is to discover the emotion(s) behind them. Say for example, that you hate pitching new clients; your bias requires you to avoid the pitch process at all costs. Now, try to think back to when that “hate” first started. Perhaps in the past you were publicly embarrassed and ridiculed by a client who did not like your pitch.
If you can come to terms with those emotions (embarrassment, shame) that are connected to your prejudice, then you have a better chance of overcoming it. Just because you had a bad pitch experience in the past, does not mean that history is going to repeat itself. Strive to actively work on the professional biases that are holding you and business back.
Refresh Your Leadership Perspective
While you may be able to pinpoint how your biases are holding you back, it may be a little bit more difficult to see how they are holding your team members back too. Say for example, your distaste for gossip causes you to glaze over the office chatterbox. Just because you do not like the talkative attribute, does not mean that that employee does not have great qualities to offer. For example, your office’s social butterfly could be the perfect person to head up your social media accounts.
Flip the example; say as a talkative person, you never really connected with the shy person on your team. Without really noticing, you might pass pet projects onto people you know better because your shy co-worker never seems to come to mind. You can see here how personal biases can make you a bad boss. Just because you don’t like a quality about someone or you don’t necessarily connect to it, does not mean you should pass those people the short end of the stick.
Ask yourself, what are my natural leadership tendencies? What motivations drive those tendencies? What emotions are attached to them? With some introspective thought and exploration, your biases can come to light, and from there you can work on changing them.
It’s only natural to foster some personal biases, however you have the power to eliminate them for the better. Throughout this process, don’t undervalue the power of your team. Because of the distance, they might be able to spot those tendencies with greater ease than you can.
Share with your team that you’re trying to freshen up your leadership style. Ask them if they would be willing to share their thoughts on policies and procedures they think would benefit from being changed.
Understand that not everyone will be comfortable critiquing their boss so do your best to provide anonymity with blind feedback. By asking them what things they might like to see a change in, you could open yourself up to other biases and new opportunities for fair improvement.
Talkback: What career and leadership biases have you uncovered? Share your ideas below.
Image courtesy of cartoon11 / Fotolia.com
“I’ve missed more than 9000 shots in my career. I’ve lost almost 300 games. 26 times, I’ve been trusted to take the game winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.”
~ Michael Jordan ~
Robin Greene was smart and successful; she was often the go-to person on her team if someone needed advice and she was always open to giving it. So when an internal promotion opened up and Robin looked around her, it seemed that she was the only one really deserving of it. However, three days later, she overheard loud and chatty Bill boasting about how he’d just been promoted.
Frustrated, Robin questioned her boss, Isaac, about how this could’ve happened. His answer: Robin was really good at what she did but Bill understood how to increase visibility in the organization and build influence, which had ultimately landed him the promotion.
Isaac offered Robin some sound advice to help her increase her own visibility in the organization to give her a better chance at getting the promotion next time:
Don’t make your work look too easy. Isaac suggested that although she didn’t actually say it, Robin’s attitude had often been, “This is simple and anyone could do this.” Simple or not, Robin was sabotaging her own success by undervaluing her skills and strengths. Isaac urged Robin to first value her own skill sets and then market herself on how her unique skills helped her to stand out and be more visible among her peers.
Build influence up, down, and laterally. Robin’s work was commendable, but it wasn’t recognized or visible. Isaac told Robin how important it was to build positive relationships with those above her, those she supervised, cross-departmentally, and externally. “Influence is essential to getting ahead,” emphasized Isaac. Along with being visible, the higher up you want to go in a company the more influence you need to have.
Hire a professional coach. If Robin wanted to advance fast, Isaac suggested she employ the services of an experienced executive coach who could help accelerate her development and save her from learning things the hard way. A career advancement coach would offer hands-on tools and teach her ways to increase visibility at work without self-promoting, build influence correctly and also help with other key areas like developing executive presence.
Have you just missed a promotion? Have you wondered, “How can I increase my visibility in the organization in order to get ahead?” Do you want to learn the trade secrets of building influence?
For immediate answers and real results that work, invest in a comprehensive executive coaching program today.
Talkback: Are you a woman slipping under the radar while male employees get ahead of you? What steps are you taking in your organization, to increase your visibility? Share your story in the comments below!
“Leadership is no longer about your position. It’s now more about your passion for excellence and making a difference. You can lead without a title.”
~ Robin Sharma ~
A new manager, holding his first ever team meeting in a company that sold medical devices, assumed that an important matter had unanimously been agreed on when one team member called out, “Would this solution have pleased Mr. Hardy?”
Right away, other team members started jotting down notes and brainstorming more ideas.
The new manager later learned that Mr. Hardy had been part of the firm for over 25 years. He had never been a manager, and in fact saw budding youngsters with flashing MBAs get ahead of him. However, whenever a key decision had to be made on a new product or the company came up with a new initiative, he would ask, “Is this the best we can do? How can we create real change in someone’s life?”
Some mocked him, but there were those who listened. That question sparked innovation, leading to enhanced user interface design, better quality assurance, and universally designed products that took the medical device market by storm.
Over the years, it became somewhat customary for employees old and new to question whether their solution or idea was good enough to satisfy Mr. Hardy.
Here are three ways Mr. Hardy practiced leadership at his lower level position and showed others how to become powerful leaders:
- Striving for excellence. Although Mr. Hardy didn’t have the qualifications or skills to make it high up the ranks, what he did have was the ability to bring out the best in others who possessed those skills. He got highly skilled staff to constantly ask themselves if they could do something better.
- Giving a gentle reminder. With so many distractions in the workplace today, it can be easy to drift from the company’s mission. Sometimes it’s important to be reminded of what role you play, and how you too can become a powerful leader—not only in your job, but in the way your work helps humanity at large. This can be motivating enough to keep you excelling at any level.
- Changing the company culture. The motivation that you get from your paycheck and perks can only take you so far. For your career to truly become a calling, you have to believe in what you do. Mr. Hardy helped instill an important ingredient his company was missing—passion. Collective passion was powerful enough to lead Mr. Hardy’s company to greatness.
You don’t need a title to be a powerful leader—all you need is courage. Good leaders can be found at any level of a company. Mr. Hardy’s need to drive corporate change for the good was so genuine that it was contagious.
Talkback: Have you done something extraordinary to stand out as a leader in your company? Have you practiced leadership regardless of your position? We’d love to hear your story.
“I think everyone should experience defeat at least once during their career. You learn a lot from it.”
~ Lou Holtz ~
Anne had done well to climb the ranks in a cut-throat male-dominated industry. However, she was stuck at the position of “manager” for four long years. She was passed up for a promotion for the third time. Whenever she reached out to management and inquired about what she needed to do to get promoted, she was considerately told that she was doing all the right things and the only thing holding back her advancement was a financial constraint.
However, people around her seemed to be getting promoted left, right and center. Disgruntled, Anne decided to confide in Scott, a senior executive whom she had built a positive relationship with over the years. His candid advice: “You just don’t have the executive presence needed to fit a bigger role.”
Although Anne was unsure as to what Scott meant, she respected him and decided to consult with a leading executive coach to figure out what she needed to do.
Anne and her coach worked out a plan to build Anne’s executive presence that would help her to get a promotion.
Here are three key areas that Anne needed to work on:
- Positioning herself for greater visibility. Even though Anne might have been deserving of quite a few promotions, she discovered she was being passed over simply because she never articulated her value to top management. Being overly humble was not helping her. She started positioning herself for greater visibility by volunteering for high-profile assignments across the organization and speaking up at meetings.
- Building influence. Although Anne had built positive relationships at work, what she hadn’t done was build influential relationships with top authorities who could have had a direct hand in helping her get ahead. Anne started connecting with her boss’s boss and other executives directly involved in the projects she was working on and let them know the role she was playing in the projects’ success.
- Improving her perception. In all these years if there’s one thing Anne had neglected the most it was her personal image. Anne learned that to improve her perception she had to walk the walk and talk the talk of the job she wanted, not the one she currently had. This meant asserting herself at work, dressing for the part, and not downplaying the recognition she received for doing a good job.
It took Anne eight months to get her act together, but it was worth it. With the help of her coach, Anne got promoted to the position of “Director”. She continues to improve her perception, build influential relationships, and garner visibility in her aim to climb even higher up the corporate ladder. Her new career goal: vice president!
If you’re looking for more tips on how to get a promotion, you might like to read a recent interview of mine published on the CBS News website titled, “3 steps to getting your next promotion.”
Talkback: Have you ever been passed over for a promotion? What did you learn from the experience? Please tell us about it in the comments below.
<ahref=”http://www.freedigitalphotos.net/images/view_photog.php?photogid=1499″ class=”small”>Image: Ambro / FreeDigitalPhotos.net
Alan was a department manager several years ago at a software engineering firm in southern California. His company was growing, and he had high hopes for his career. He boasted impeccable technical skills, felt like he had invested part of himself in his company, and was confident in his authority.
Nevertheless, Alan felt trapped. He harbored ambitions of climbing the corporate ladder but didn’t know where to begin. Eventually, he enlisted the help of an executive coach and realized that he needed to learn how to communicate more effectively at work. His problem was that team members followed his directions, but few people actually listened to him, and he rarely listened to them.
With the help of his coach, Alan put together a plan to increase his influence by focusing on building positive relationships at work. Here’s a summary of what he did:
- Started asking questions. By expressing an interest in the people around him, Alan forced them take notice of him. He also communicated his interest in them and their work.
- Shared his expertise freely with others. Alan looked for opportunities to help people who could benefit from his technical experience. Colleagues welcomed his assistance on difficult projects, and Alan’s efforts established him as a highly competent, go-to guy.
- Focused on staying optimistic in all of his interactions. People appreciate being around positive thinkers, and optimism is contagious. By staying positive, Alan was able to increase his likeability and improve the mood of his immediate work environment.
- Talked to everyone, regardless of their position. Alan did what I call influencing up, down, and laterally. He spent time engaging with his subordinates, colleagues, and superiors.
- Made promises and kept them. Rather than playing it safe and quietly fulfilling his duties, Alan went out of his way to make commitments and then delivered on them in a big way. Developing that level of trust dramatically increases influence.
Alan eventually went on to start his own IT services company—but not before landing a promotion at his company.
Alan’s metamorphosis is notable in how closely it reflects the five traits that all influential leaders possess that I identified in a previous article. He already possessed technical and professional competence, but by working on his goal of building positive relationships in the workplace, he was able to develop his interpersonal skills, professional reputation, executive presence, and persuasiveness.
For more ideas on how to get a promotion or become a master influencer, contact me—or read my new book, Getting Ahead: Three Steps to Take Your Career to the Next Level.