3 facts about Difficult Conversations

As leaders we often need to have difficult conversations with our staff and it’s never an easy task. Sometimes these conversations happen at planned times – the disciplinary meeting, the performance review; sometimes they evolve – a simple matter erupts and we’re in the middle of a difficult conversation.
These conversations are not unique to the organisation, they occur in our personal lives as well – with our spouses or our kids or the contractor who has not yet competed the job.
The content of the conversation rarely makes the conversation difficult. The three factors that make the conversation difficult are:

  1. Our role in the conversation – Usually it is our beliefs about the topic, our own feelings, our history and our emotional investment that makes the conversation difficult. We  bring ourselves to any conversation, which means there is a possibility for us to be triggered by what the other person may do or say at any time during the conversation. The same can be said for the other person.
  2. The relationship we have with the other person – We tend to resist and dismiss ideas, or opportunities from people we have labelled as irritating, or lazy, or rebellious, or bad worker. Whenever these people approach us we brace ourselves for confrontation.
  3. Our perception of the outcome  – When we believe that the outcome of the conversation can change our relationships or personal status the more difficult the conversation becomes. The more we believe that we or the other person may lose, whether real or perceived,  the more we will deem the conversation as difficult.

Based on this I define a difficult conversation as : one in which you feel vulnerable, where the outcome is unsure and you believe that the risk of the conversation being terminated is high.

What’s your definition of a difficult conversation?

Maxine Attong is the author of two books – Change or Die – The Business Process Improvement Manual and Lead Your Team to Win. She works with leaders to create more effective and efficient organisations. She is a Keynote Speaker, a Gestalt Organisational Development Consultant, a Certified Professional Facilitation, Evidence Based Coach and a Certified Accountant.

 

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Leadership in a VUCA World

This article was published in pwc’s 2018 Budget Review on October 3, 2017

System theorists have long proven that external societal impacts affect an organisational system. When we map the correlation between societal stress levels caused by an increasing crime rate, and infrastructural deficiencies, to reduced productivity levels; we can attest that our organisations are a microcosm of the larger society. What if we can reverse this? What if our leadership can deliberately impact on the larger Trinidad and Tobago society?
We live in the VUCA ( volatile, uncertain, complex and ambiguous) world, in which the butterfly effect is our new reality. Change on the world stage is felt faster and in larger proportions, leaving us with little time to react. The drastic reduction in oil and gas prices and the trickle down effects have affected all that we considered normal – access to foreign exchange, spending patterns, job stability and economic recovery. When we consider the sobering effects of climate change that have left our Caribbean neighbours devastated and the viability of social media as a platform for change, we realise that we need to review our leadership priorities.
In 2013/4 when tax revenues were at $57.2B, we could easily isolate ourselves from world trends but in 2017 when tax revenues are estimated at $38.7B ( a 31% reduction) we are forced to pay attention. Our economy has flatlined and the government’s capacity for projects has diminished. What is the role of each of us in this new scenario?
If we accept HInd’s* argument that, “on the political and governance front, we are seeing the near collapse of almost every institution of governance and service delivery by the State” then, we also accept that leadership needs to emanate from the other enterprises that constitute the business community in Trinidad and Tobago.
An unemployment rate of 4.4% (2016 Central Statistical Office) means that most of our citizens are employed in establishments where we interact and interrelate with internal and external stakeholders. We belong simultaneously to families and communities, to work teams, and to management and leadership teams within various industries that are nested in the wider Trinidad and Tobago. We are part of multiple systems, that create harmony or tensions within the workplace.

Beisser in his 1970 essay, Paradoxical Theory of Change reminds us that, “change does not take place through a coercive attempt by the individual or by another person to change him, but it does take place if one takes the time and effort to be what he is …” No longer can we fold our arms and wait for the government, there is a need for a new remit from all of us who consider ourselves to be leaders.
The experiential learning experience of systems is important for our leaders to truly understand the possible far reaching impacts of his/her leadership.We need to be aware of the wholeness of “each part ( of our organisations) the dynamic relationships between the parts, the whole (higher-level) entity they form together, and the interdependence among the parts and the whole,” Stevenson** (1970, p.114).
When we deal with a team member we become conscious that we are no longer dealing with an individual, we are dealing with his family and his community. Therefore by our leadership we can make a difference that will redound to the wider Trinidad and Tobago.
The old paradigm of the maximum leader that thrived in an environment devoid of social media, with an inability to follow international trends or without the presence of  millennials needs to make way for a new remit, where we embrace the ideas of the collective. As the volatility of our external world increases, and as we are still guessing the effects of changed international policies ( Brexit, Trump administration) there is need for more collaboration in the co-sensing of our next move. The leader who makes decisions on his own or with only his leadership team is making decisions from a position that only considers the impacts on the systems that he/ they belong(s) to, with many assumptions about the impacts that will be made on the collective – the families, the communities and the wider Trinidad and Tobago.
More than ever, the call is for leadership to harness the creativity and intelligence of the people with whom we work so that we can make a positive impact on the wider Trinidad and Tobago. We can no longer wait on the economy to get better or for the price of oil and gas to recover, or for a new gas/ oil reserves to be developed. The call is urgent and the response has to be made now. Our economic situation has changed and our world has shrunk.

*Ronald Hinds address T&T Chamber of Commerce & Industry address Sept 2017

*Stevenson, H., 2010. Paradox: A Gestalt theory of change for organizations. Gestalt Review, 14(2), pp.111-126

Who do you impact with your leadership?

What are the possible far reaching impacts of your leadership?

Maxine Attong is the author of two books – Change or Die – The Business Process Improvement Manual and Lead Your Team to Win. She works with leaders to create more effective and efficient organisations. She is a Keynote Speaker, a Gestalt Organisational Development Consultant, a Certified Professional Facilitation, Evidence Based Coach and a Certified Accountant.

How to Fire a Client in 5 steps

When I decided to walk away from the client, my intentions were clear – I wanted to remain in right relations with the client and I wanted to extricate myself from the contract. With those two thoughts in mind I set about ensuring that my actions did not expose the client or myself to any bad press and that are the end of the conversation we could walk away with little acrimony between us. I realised that some of the things that I naturally put in place with every contract served me in good stead to take the necessary action.
1) Plan an exit strategy – I emphasise to clients, that they have choice in service providers and can exercise their options at any point during the contract. This is documented in the contract terms and conditions stated as “either party can terminate the agreement with x amount of days notice”. A list of reasons for termination may be provided as well as the carte blanche statement “for any reason”. This establishes that the service provider has the same rights to terminate as the client.

2. Ensure payment terms leave you cash neutral – I can’t imagine under what circumstances a client will willingly cut a cheque for a service provider who has decided to walk. As a result, when I terminated the contract, I issued the client a final invoice that showed that the money received was the money worked for and that he owed me nothing. All contracts state payment terms which include a mobilisation fee with balloon/ milestone payments. In this way. the client never owes me (too much) money if I have to leave.

3. Document the reason why you are leaving – When leaving the client, prepare a termination letter with the final invoice. The letter refers to the termination clause as stated in the contract, and one of the reasons as stated under this clause is quoted, hence the need for “or any other reason”. Set a meeting with the client and hand the client the letter, explaining your reason for leaving. Sincerely thank the client for his business and apologise for your departure.

4. Offer the client a bone – You can sweeten the leaving for the client, by extending a free gesture of goodwill. Offer written recommendations for the business, or a free training session for the staff or a report that is relevant to his business. Chances are that the client wants little/ nothing to do with you when you leave so he will hardly take up any offer that brings you on his premises.

5. It is about me – When I decided to leave the client, it was my decision. Therefore I took responsibility and ensured that the client remained blameless in the matter. What I thought of his business practices or his associates were my personal opinions and therefore I kept those to myself. The client did not hire me to make these assessments, he contracted me to do a job. It is I who decided that I did not want to complete the job, under the existing conditions. Therefore I cannot make statements that are judgemental, or inflammatory, or accusatory or derogatory about the client or the client’s business to the client or to anyone else.  I also took responsibility for the tone of the meeting, and ensured that I treated the client with dignity and was compassionate in the delivery of the news.

Have you ever fired a client? What would you have done differently?

 

Maxine Attong is the author of two books – Change or Die – The Business Process Improvement Manual and Lead Your Team to Win. She works with leaders to create more effective and efficient organisations. She is a Keynote Speaker, a Gestalt Organisational Development Consultant, a Certified Professional Facilitation, Evidence Based Coach and a Certified Accountant.

Five reasons to fire a client

I fired a client today and my soul rejoiced.
I was hired to complete a project that was stalled for two years. This was a good contract. The work was challenging, the duration was to year end and the contract price would comfortably cover all my expenses well into the new year. It seemed serendipitous since I declared the week before that I needed a client to see me through the end of the year. Like a lot of good things in my life, this contract was effortlessly attained. A third party introduced us, the client, his staff and I had several meetings, I submitted a proposal, we signed a contract and I started to work.
When the work started, I started observing the client’s behaviour, listening to the staff and seeing patterns emerge. Slowly, I became aware that this was not the client for me, not did I want to serve the client, he was just not the client for me. As I reflect on the experience I realised that there were signs all along that shouted at me, even though I took a few weeks to listen to the messages.

Client has a pattern of changing consultants– When I reviewed the artefacts left behind by the previous consultants, I noticed that the client half-answered or evaded questions about the the same dubious practices. When I reviewed the files, I noticed that there were several references and recommendations about the same issues, which voided the argument that the client’s practices were due to ignorance.

The client’s business partners are not your type – Even though I was not directly doing business with the client’s partners, they were not people that I wanted to associate with or be associated with. Professional circles are small and the client notified several of his external stakeholders about my involvement in the project. Therefore by association I would be seen as dealing with the same characters as my client was.

Dr Jeckyl and Mr Hyde – My client presented a squeaky clean image, spoke a lot about God, and was polite and reverent in his responses to me. Yet the documents and his dealings with staff told a different story. The data did not line up with the client’s version of the truth, and the staff told tales of a short tempered man, who was harsh in his criticisms. The staff confessed that they were only staying for the duration of the project since they believed that they would benefit from interacting with me.

You bring the client home – When my sister confronted me and said, “ You talk about him a lot,” I realised that even though I was not complaining, the client, the staff and the staff’s tales were weighing heavily on my mind. I was not happy with the situation.

Forget about the money – Ah the money. It’s hard to ignore the lure of a pay-cheque when you’re not seeing another to replace it. I had to instruct myself “ Pretend that there is no money. Will you want to work with the client?” When I answered a resounding, “No”. I knew that it was time to remove myself from that equation.

It’s not about me – It is hard for me to walk away from a client, because I’ve been trained to complete what I have started, and to give service when it is needed. I sincerely believe that the collective intelligence and creativity (of me and my clients) are enough to solve almost any problem and that most people want to do better, and will do better once shown how.  This client reminded me that it’s not just about me. Regardless of my principles , my vision and my purpose I have to accept that people are entitled to their own agendas. Therefore when the client’s agenda does not mesh with mine I can make some choices – change my agenda to mesh with his, stay and promote my agenda or leave. In this case I chose to leave.

What clients do you need to fire? What would you do differently if the money was not part of your decision?

Maxine Attong is the author of two books – Change or Die – The Business Process Improvement Manual and Lead Your Team to Win. She works with leaders to create more effective and efficient organisations. She is a Keynote Speaker, a Gestalt Organisational Development Consultant, a Certified Professional Facilitation, Evidence Based Coach and a Certified Accountant.

Is Leadership the Engineer’s Kryptonite?

Excerpts from the Speech given at Association of Professional Engineers Trinidad and Tobago 57th Annual Awards and Honour Function.

I have worked with engineers for most of my working career in the old and gas sector. These women and men are absolutely brilliant. Yet I have witnessed many A class Engineers struggle to become A class managers. Therefore I can only ask “Is leadership the Engineer’s Kryptonite?”
I reached out via Linked In to some of my engineering colleagues around the world and posed two questions:

  1. What are the challenges that engineers face when they get into management/ Leadership positions?
  2. What are the three pieces of advice that you will give an engineer who is moving into a leadership[/ management position?

I will reframe the feedback and the remedies using my Organisational Development language.  The three challenges the engineer faces are

  1. Leadership style
  2. Thingification of the organisation
  3. Understanding the field

Leadership style
Engineers are promoted to management as a reward for a performing a technical job well ( thus far this is the way that organisations have figured this out). As a result the engineer steps into leadership, behaving the way that he always has, doing the things that have worked well for him, in the past.

She acts as a hero – A great engineer knows everything about her job. She has many years’ experience and knows exactly what to do. Just as Superman does not allow the firemen to extinguish the flames of the burning building, this manager tells team members what to do, without allowing team members to problem solve. She is impatient with failure, since she preferences success over failure’s value as a learning tool. She misses the field work and compensates by micro managing teams and getting involved with the minutiae of daily activities. Some of these heroes do not share knowledge and as a result, team members are often frustrated. While they admire and respect the  manager’s intelligence and experience, they are concerned that they won’t develop the talents that will in turn make them great engineers.
He is a shadow leader – This manager stands with his back to the sun, casting a long shadow over the team. These managers want mini-mes, they want team members to act and think like them and to do things the way that they do them. They forget that they have the benefit of experience and that they were allowed to hone their own personal style.
He displays Paternalism This attitude is reflected in the manager’s thinking that he “knows best” or “it’s my way or the highway”. This leads to the stifling of the opinions and the eventual dumbing down of the team members.  How would you know if you are paternalistic? If you find yourself saying “ after all I have done for them” or referring to team members as “ungrateful” or “selfish” then you may be paternalistic.

Some remedies for these afflictions are:
Be a Host not a Hero – if ever you went to or hosted a great party you know what to do. A great host selects the guest list, ensures that the food choices cater for religious restrictions and allergies, introduces people to each other, then leaves guests to enjoy the party even while keeping a watchful eye. The manager who acts as a host supports the growth and development of team members, helps them to network and keeps a birds eye view on what is happening with the team.

Let the sunlight fall on team members instead of casting shadows. Allow team members to develop their own style and support them to do so. Allow them to be recognised for doing great things. They won’t steal your thunder, because every win for a team member is a win for you as leader.

Build adult to adult relationships with team members. They are not kids. These are people who balance budgets, take care of households and care for aging parents. They deserve to have their intelligence and creativity honoured and to be treated with dignity in our interactions with them.

Thingification of an organisation – Engineers deal with things. Therefore leading teams provides a contradictory experience. Gone is the high probability of the consequences of actions and decisions taken, since an organisation is not a thing. An organisation comprises of humans who are interrelating and interacting through communication with each other along the parameters of process, function or department of the organisations’ structure. This creates situations of high unpredictability since different people react differently to different situations.
Engineers are great at fixing things and slowly he comes to realise that he can’t fix people, and there is no formula that serves all people.

A manager needs to work on his relationships with the individuals in his team. He needs to understand what makes each team member tick and motivate each of them from this place. The manager can view himself as a mentor and adopt this attitude when dealing with his people. Leaders can take the opportunity to self reflect and do the personal work that may be getting in the way of their own professional development. Wherever we go we take all of whom we are so the messiness of our personal situations if not resolved eventually seep unto the jobs.

Understand the field. Systems theorists share that we are all connected to multi systems. For example, an engineering manager is part of his engineering team, and also part of the management team, which is nested in your organisation. The organisation is part of an industry sector which belongs to all businesses operating in Trinidad. All businesses are part of Trinidad and Tobago, nested within the Caribbean and the wider world. This means that a manager now bumps up against other systems that he did not have to engage with when he was an engineer. When I worked in oil and gas I had many interesting interactions with engineers. When a piece of equipment needed replacing, engineers did wonderful research to identify what was the most technologically advanced piece of equipment. As an accountant my interest was in three things. Is it within budget?  What is the return on investment? What is the payback period? My selection process was based on highest return on investment, the shortest payback period and the cost within budget. Engineer managers need to have similar dialogues with other non technical managers in their respective fields. As part of a management team he is expected to understand that the business needs are beyond the newest technology.  He needs to appreciate that there are external and internal stakeholders who may not be part of the daily operations but whose decisions impact on what occurs on a daily basis. Those of us who operate in multinationals know that an event that occurs in China may impact on local business decisions.
The Manager is advised to expand his professional networks, both within and external to the organisation, to include non technical professionals. Expand the reading base beyond Popular Mechanics to include management and leadership information. And while in transition from technical expert to manager get a mentor or a coach.

All is not lost for the engineering manager because he / she can decide that he/she wants to be a better leader and this is a powerful first step. Some questions to assist with the transition will be:
How do you define leadership?
What is your reason for leading a team?
What is your stance as a manager/leader?

Maxine Attong is the author of two books – Change or Die – The Business Process Improvement Manual and Lead Your Team to Win. She works with leaders to create more effective and efficient organisations. She is a Keynote Speaker, a Gestalt Organisational Development Consultant, a Certified Professional Facilitation, Evidence Based Coach and a Certified Accountant.

Tips for Effective Leaders

As leaders we will have many successes and failures. I had several failures that matched my many achievements. In last week’s blog I shared ten tips that will assist leaders to be effective. In this blog I will share more of what I learned.
To be effective, leaders need to:

  • Leaders need to count to 10
  • Leaders need to be able to fail and to support failure
  • Leaders need to be consistent
  • Leaders need to be responsible
  • Leaders need to be honest
  • Leaders need to be trustworthy
  • Leaders need to be fair
  • Leaders need to be open to suggestions
  • Leaders need to ask open ended questions
  • Leaders not to take themselves seriously
  • Leaders need to have fun with their teams

Over the next weeks I will be sharing more details on each of these tips.  If you have any questions on any of these tips, feel free to let me know.

Maxine Attong is the author of two books – Change or Die – The Business Process Improvement Manual and Lead Your Team to Win. She works with leaders to create more effective and efficient organisations. She is a Keynote Speaker, a Gestalt Organisational Development Consultant, a Certified Professional Facilitation, Evidence Based Coach and a Certified Accountant.

Ten Tips for Leaders

All leaders will develop their own definition of leadership. Mine is simply harnessing the creativity and intelligence of the people that I work with. This definition governs my actions, my behaviours and my leadership style.  I needed to change old behaviours and adopt new  attitudes to lead as I believed.  From this I developed a list of what worked for me and did not work.  Today I share with you the first 10 tips for effective leadership.

To be effective, leaders need to:

  1. Actively work on personal development
  2. Assume that team members act from a place of good intentions
  3. Be humble
  4. Be able to hear a different opinion and not feel threatened
  5. Communicate effectively
  6. Check the motive behind personal thoughts and actions
  7. Give team members the benefit of the doubt
  8. Have a sense of humour
  9. Say sorry or “I was wrong” and not have a meltdown.
  10. Understand personal  level of emotional intelligence

Which of these ten tips resonate with you?  Which of these do not?

P.S. If you want any further explanation on any of the tips, drop me a line and I will give some more details. I will share the rest of the changes that I needed to make next week.

This blog is an adaptation of Lead Your Team to Win (Attong, 2014)

Maxine Attong is the author of two books – Change or Die – The Business Process Improvement Manual and Lead Your Team to Win.  She works with leaders to create more effective and efficient organisations. She is a Keynote Speaker, a Gestalt Organisational  Development Consultant, a Certified Professional Facilitation, and an Evidence Based Coach and a Certified Accountant.

3 ways Leaders help teams do great work

Steve Jobs, “Your work is going to fill a large part of your life and the only way to be satisfied, is to do what you believe is great work”

This quote from Steve Jobs resonates deeply with me. There was a time that I felt that the work that I did was not great. It was accurate, and well received, but I didn’t feel that it made a difference – to the company nor to the people with whom I worked. I didn’t feel heard or seen and I didn’t think that anyone was particularly interested in my ideas ( At times, I was told that no one was interested.)
These experiences set me off on a lifelong journey – to find meaningful work. Work that will pay the bills, work that will leave me with a deep sense of achievement, and work that will make a difference to the people around me. Thus began an exciting, tumultuous journey during which I discovered my happy and sweet spot.
Many leaders have similar stories that explain the careers they enjoy. They can trace the decisions and choices, the roads that they took and the paths that they denied to get to the career/ role that fulfils them on a daily basis.
Leaders, let’s extend this sense of satisfaction to our teams.  As we stand in front of our teams, this week, I ask that we take a look at the faces before us, listen to the comments and observe the relationships, and ask ourselves – Are team members doing great work?
As we harness the creativity and intelligence of our teams in pursuit of our leadership, we can assist team members to do great work, or find the work that they believe is great work.
While it’s a matter of personal choice and how you view your leadership, I ask you to consider with whom do you prefer work? Do you want to work with team members who believe that they are doing great work or those who are working in misery, wishing that they were doing something else or that they were working differently?
I guarantee that it’s much easier to achieve team objectives when the people we work with believe that they are doing great work.  I can share with you three tips that I have successfully used to help team members to find satisfaction in the work they do and to believe that they are doing great work.

  1. Help team members set personal vision – Just as a journey starts with a destination, the personal vision, becomes a compass point that provides guidance.  It simplifies decision making as we are on the path as only one question becomes important – “Will this action help me achieve vision?” Team members can realign personal and professional choices to vision, to discover what great work means to them.
  2. Share your experiences – We learn what is possible from hearing the experiences of others. We can mimic their actions, or we can build on the foundation set or we can be inspired to be bold, to take a risk or to do something different. Leaders note that tone ,timing and intention are important considerations when sharing. This will keep us from boasting or bombarding team members with stories at inappropriate or unwelcome times or pretending that our journey was a simple or easy affair, or that we knew everything at every step of the way. As we share our story we can honestly tell of our failures and successes, what prompted decisions  and the benefits, the fallouts, and the repercussions of the choices we made.
  3. Listen to them – As team members are figuring out the way forward, or establishing their personal vision, they need to talk, to explore, to understand where they are at. They will need a non-judgemental neutral ear that listens from a place of deep compassion and curiosity. The leaders stance during these interactions is critical for the team member to dare to set a personal vision. The leader’s encouraging ear gives the team member the freedom to explore and the confidence to think beyond his current expectations.

Sometimes to find great work the team member’s job may need to change, or they may need to join another team or another organisation. One of the best gifts that a leader can give his team is the belief that great work exists and that they have the means to find it.

How can you help team members do great work?  What will it take for your team members to believe that they are doing great work?

Maxine Attong is the author of two books – Change or Die – The Business Process Improvement Manual and Lead Your Team to Win.  She works with leaders to create more effective and efficient organisations. She is a Keynote Speaker, a Gestalt Organisational  Development Consultant, a Certified Professional Facilitation, Evidence Based Coach and a Certified Accountant.

4 Tips for Servant Leaders

 Maxine I totally agree, I think most of us suffer from the hero leadership syndrome so to speak. In my more humble moments, I think about my lord and saviour whose example of leadership, i.e. servant leadership served him well. He knew when to listen, when to talk, when to give, and how to receive. He practiced the virtue of waiting, and had the courage to admit mistakes and take responsibility. He did all this through serving others (host). By hosting (serving) there can be no loss because everyone wins and the problem/challenge is managed for the best outcome for all. – Delia Joseph GM – PMSL

The phrase “servant leadership” was coined by Robert K. Greenleaf.  In his 1970 essay, The Servant as Leader, he shares “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions”

While Delia’s feedback indicates that she views leadership from a religious perspective, her thoughts are very much aligned to Greenleaf’s idea of the servant leadership. (They both view servant-leadership as a life philosophy, as well as, a leadership style.)

Servant leaders share power. They encourage, support and enable team members to unfold their full potential and abilities and invite team members to participate in planning work and making decisions. Characteristics such as trust, empathy, collaboration and the ethical use of power are necessary for this type of leadership to succeed. These leaders bravely debunk the idea of the leader at the top of the food chain and willingly share responsibility and accountability to create more effective teams. Leaders who practice servant-leadership know that this is not an easy path, since it does not preference personal egoistic needs, and often goes against most of what we have learned and seen in leaders – leading from the front, making all decisions, taking full responsibility, delegating, managing, co-ordinating.

For those of us who want to adopt this noble practice I offer four tips, to keep you on track:

  1. Establish Boundaries – In all relationships there are non-negotiable values or principles that we hold dear. Determine what these are for you personally and lead with these in mind. Share these with team members and seek to understand what are their non-negotiable values. Just as the host limits the access of guests to areas of her space – perhaps her bedroom – so too the servant leader determines his boundaries.
  2. Self Care – Serving others can be draining. After attending to the needs of  others, the server must extend self care to himself, to give himself the opportunity to restore, rejuvenate and to rest. Servant leaders need to retreat, to have a sounding board in someone that they trust, and to take time outs for themselves by themselves.
  3. Saying “No” -Saying “No” is essential for maintaining boundaries and practicing self care. Without “No” boundaries become negotiable and self care is optional to the whims, desires, wants and needs of others. The leader articulates “No” without feeling guilt or shame knowing that she is not being egoistic. The leader says “No” believing that she is standing in her personal power, true to her principles and serving the needs of the team .
  4. What would Jesus Do? For those of us who approach servant leadership from a religious perspective, let us ask ourselves “What would Jesus do?” Jesus was a complex man, who from an early age questioned and challenged the status quo. While he was humble and served his people he was great at setting boundaries, saying “No”, speaking his truth, standing up for what he believed in and having courage. He showed a whole other side to the kid version of gentle Jesus, meek and mild.

What type of leadership do you practice? What tips do you use to keep yourself on track?

Maxine Attong is the author of two books – Change or Die – The Business Process Improvement Manual and Lead Your Team to Win.  She works with leaders to create more effective and efficient organisations.  She is a Keynote Speaker, a Gestalt Organisational  Development Consultant, a Certified Professional Facilitation, Evidence Based Coach and a Certified Accountant.