This month’s blog summarizes “Daring Greatly: How the Courage to be Vulnerable Transforms the Way We Live, Love, Parent and Lead.” Based on our book reviews, you know #leadvantage is a huge Brené Brown fan. Her work directly correlates to how we show up as leaders and run our teams and organizations.
Over the past few years, leaders have had to step up to the plate amidst the pandemic. It has required being brave and vulnerable as we operate in the realm of the unknown, uncertainty, and high risk. Experiencing the “great resignation” has left leaders wondering how they got here. As Lead Vantage has delivered leadership programs these past few years, we have heard the desperation from leaders:
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Why are our people leaving?
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Where did we go wrong?
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What are others offering that we aren’t?
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What could we do differently to keep people in the doors?
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Why, why, and why is this happening?
At Lead Vantage, we are huge proponents of micro-behaviours. So, what small changes can we make today to lead a little better tomorrow? After all, your people, regardless of industry, NEED you to lead them!
It starts with self-awareness as leaders. We can’t make shifts in our behaviour if we aren’t brave enough to hold up the mirror – What am I doing that’s working? What am I doing that’s not working? What will I do about it?
Culture is driven from the top. Brown defines cultures as “how do we do things around here.” Are your words just that – words? Or do your actions reflect what you say you do and what’s important?
To hang onto our people, we must “re-humanize work” and live up to the words we display in our hallways, on our websites, and in our conversations. Start by asking the tough questions to clarify what needs to be worked on to engage your teams, promote innovation, attract and retain top talent, and build a culture that you’re proud of. Here are some questions to ponder – some of which have been borrowed from Brown’s book “Daring Greatly”:
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What are the messages and expectations that define our culture?
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How does our culture influence our behaviours, as leaders and staff?
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How do we build trust with our people?
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What am I doing to connect with others, and am I connecting with them correctly?
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What behaviours are rewarded? What behaviours are being punished?
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What rules and expectations are being followed, enforced, and ignored? What’s the impact?
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Do people speak up? Do they feel safe and supported to share what they feel and ask for what they need?
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What do we do when someone fails, falls short or makes a mistake? What’s the impact? What does this say about us as a company and about our culture?
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Do we promote discomfort? How or how not?
These questions require honest dialogue and reflection. But, beyond that, it requires that we hold ourselves and each other accountable for our actions.
Remember your people want and need you to lead them. Transform how you show up. Dare greatly.
