Empowered Introverts Contribute More To Meetings

Posted October 21, 2016 by The Metiss Group
Categories: Communication, Leadership

We all remember the quiet, shy person in high school who rarely spoke in class – the person who listened intently, took lots of notes, and worked hard at flying under the radar. When the teacher called on this introvert, we were all amazed at the insights offered and surprised the person didn’t speak up more often.

The best contributors to meetings are often the quietest. These reflective, contemplative thinkers have great ideas that are frequently lost on the team. Leaders can benefit by going out of their way to get the input of these team members. Some ideas to get their involvement:

  • distribute an agenda and/or discussion topics well before the meeting, specifying what decisions need to be made (the introverts will be well prepared and more likely to contribute to the discussion);
  • don’t let the domineering extroverts monopolize the conversation (the extroverts love being the focus of the meeting and the introverts are content letting them);
  • do not assume the introvert’s quietness means they agree (the introvert’s head nod means they heard the point not that they concur);
  • encourage the introverts to contribute by setting a rule that their silence means they disagree (this forces them to speak up);
  • ask the introverts to “think out loud” and never, never criticize these thoughts (introverts prefer to speak after their thoughts are complete and are uncomfortable expressing their incomplete thoughts).

Leaders who empower the introverts on their team to contribute to team meetings have more successful organizations.

How To Spot a Level 5 Leader

Posted October 17, 2016 by The Metiss Group
Categories: Leadership

According to bestselling author Jim Collins, humility is a key ingredient of Level 5 leadership. His simple formula is Humility + Will = Level 5. “Level 5 leaders are a study in duality; modest and willful, shy and fearless,” says Collins. 

Collins is also a noted leadership speaker, collecting over $75,000 per speaking event. As you can imagine, those speaking events attract some very accomplished leaders. One question Collins asks in his sessions is for the leaders in the crowd to raise their hand if they think they are a Level 5 leader. Inevitably many leaders raise their hands. Collins then, much to the leaders’ chagrin, says, “a Level 5 leader would never raise their hand.

Collins’ point is Level 5 leaders with all their humility would never admit they are an accomplished leader; that they are always striving to be better and never satisfied with their performance.

Level 5 leaders look in the mirror during bad times and out the window during good times. Humble leaders are not afraid to seek outside counsel to make their organizations better knowing they don’t have all the answers.

Empowered leaders pursue Level 5 leadership and they, along with their teams, experience greater success.

Not All Resumes Are What They Appear To Be

Posted October 7, 2016 by The Metiss Group
Categories: Leadership, Selection

Before he was famous, Leonardo da Vinci in 1482, at the age of 30, wrote out a letter listing his capabilities and sent it off to the Duke of Milan in hopes of getting a job.  He is credited with submitting the first resume.

In a recent Harris Poll on resumes conducted on behalf of CareerBuilder, 2,188 HR pros and hiring managers were asked to cite common exaggerations (i.e. lies) on resumes. Unlike da Vinci’s letter, most resumes today are reported to contain exaggerations or be flat out wrong.  Here are the common resume falsehoods and percentages reported:

  • Skills — 57%
  • Responsibilities — 55%
  • Employment dates — 42%
  • Job titles — 34%
  • Academic degrees — 33%
  • Past companies worked for — 26%
  • Accomplishments and awards — 18%

When conducting interviews and reference checks, hiring managers must be sure to validate resume facts. They should challenge candidates on the resume’s veracity and have little tolerance for inaccuracies or embellishments.

Empowered hiring managers dig deeply into a candidate’s resume and make more successful hires.

Apply Interpersonal Intelligence To The Sales Approach

Posted September 30, 2016 by The Metiss Group
Categories: Communication, Sales

In his controversial book, Frames of Mind – The Theory Of Multiple Intelligences, Howard Gardner introduces the theory of seven different intelligences: linguistic, musical, logical, spatial, kinesthetic, intrapersonal, and interpersonal.  Gardner defines interpersonal intelligence as: the ability to read the intentions and desires of other individuals and act upon this knowledge (Frames of Mind p. 239).

It is interesting to understand how leaders and their sales staff apply interpersonal intelligence to the selling process.  Behavioral tools and structures should be used to allow sales associates to better understand themselves, read their customers, and adapt to their customers.  Applying behavioral science to the sales process creates a greater connection between the buyer and seller and leads to more sales.

Leaders should sharpen the interpersonal intelligence of their sales staff and empower them for greater success.

Use One-On-One Time To Strengthen Relationships

Posted September 23, 2016 by The Metiss Group
Categories: Leadership, one-on-ones, Performance Acceleration

It’s a fact that humans are more likely to extend themselves for another human if there is a relationship between them.  Strong relationships inspire people to go out of their way for others.

An effective relationship between a leader and their direct report contributes to everyone’s success.  The best way to work on this relationship is during regular one-on-one meetings.

Leaders should sincerely ask about their direct report’s family by name, inquire about their hobbies and interests, and even know about their pets.  Leaders who care about their direct report’s lives outside of work will get them to move mountains for them at work.

Leaders who get to know their direct reports and empower them experience more success.

Prepare For Interviews

Posted September 15, 2016 by The Metiss Group
Categories: Leadership, Selection

All good processes begin with some pre-planning and this is particularly true in the selection process.  Get crystal clear about what is needed in advance to prepare for interviews.

The most important preparation is identifying the critical activities for that job and how they should be done — giving careful consideration to the traits that will increase the likelihood of an individual’s success in that job.  The key is to identify the key traits for each job.

Without careful planning, hiring managers may fall into the “I’ll know it when I see it” trap looking for traits they generally admire in people even if they may be detrimental or counterintuitive for the job.  For example, selecting a candidate who is outgoing and comfortable chatting up any topic in the interview may make sense for a sales position, but may be indicative of lacking the focus, attention to detail, and thorough consideration for a quality assurance position.

Hiring managers should prepare for interviews by determining in advance the accountabilities and traits critical to the job for which they are interviewing.  As interviewers, the likelihood of hiring managers selecting the best candidate for the position increases significantly as does the buy-in and support of the new employee once selected.

Empowered hiring managers are prepared for their interviews and make successful hires.

Start In The First Person When Delivering Course Corrections

Posted September 9, 2016 by The Metiss Group
Categories: Communication, Leadership, Performance Acceleration

Many leaders feel uncomfortable when giving course corrections. The last thing they want to do is demotivate a direct report, or hurt their feelings when something “is just not that big a deal” but should still be addressed.  The fact is if leaders didn’t care about the direct report’s success or believe they made valuable contributions to the organization, leaders wouldn’t bother giving feedback – they’d just fire the poor performer.

When giving feedback, starting in the first person prevents the direct report from being thrown on the defensive right from the first phrase.  If the leader begins in the second person, it can sound harsh and put the direct report in a defensive posture.

Second person: When you cut off your peers in staff meetings…

First person:  I’m concerned, or I’m disappointed, or I’m afraid despite or call your intentions, when you cut off your peers in staff meetings to interject your thoughts…

Read those out loud — notice how differently it sounds and the change in emphasis on the word “you.”

After starting in the first person, the direct report should get the distinct impression their leader has confidence they have the ability to correct their course, be successful, and fix a situation on their own which creates an empowered, non-defensive response.

Empowered leaders believe their direct reports can be contributors to the organization and providing course corrections by starting the feedback in the first person will make them more successful.