An Interview with Justin Lowe, Senior Manager, Verifications with HMS by Tabitha Woods

Tabitha: Justin, if I were a stranger on the street and had never heard of HMS before, how would you describe what the company does?

Justin: Well, I would start with HMS’s mission, which is to help improve the effectiveness of the country’s healthcare system. A lot of folks might scratch their heads and say, “What does that mean?” Well, we provide a range of services that help government -sponsored healthcare programs, such as Medicaid and Medicare, to save dollars. As a result of our services, these programs can make healthcare coverage available to more people. So we have a direct impact on people’s lives.

Tabitha: So, tell me a little bit about your department.

Justin: The Verification Department at HMS authenticates commercial insurance policy information that is believed to exist (in overlap) with Medicaid coverage. In an average month, the department will verify in excess of half a million commercial insurance policies.

Tabitha: Your department is huge. How do you keep your employees motivated in their daily tasks?

Justin: To begin with, I think it’s important to share the company’s mission with them. I believe everyone has to find purpose in what they are doing. It’s very hard to come to work when you don’t understand where the organization is headed, and how you fit in. I have folks who work 12 hour shifts, three days a week. When people work that intensely, it’s important for them to know where and how they fit into the big picture.

I’ve always believed that you can lead somebody with a dollar only so far. If there’s nothing else, at some point they’re going to say, “You know, I don’t want to do this anymore.” So the carrot and stick aspect of motivation only goes so far. If I don’t also make someone feel like they’re an important part of why we are succeeding, they will walk away. Even people who make hundreds of thousands of dollars a year will walk away from a job if they’re miserable. So money, we know, isn’t the only answer.

I’ve always believed—in work and in life—that you have to grasp your purpose, whatever that is for you. It makes it a whole lot easier to understand what you are doing and why you’re doing it. And it gives you a reason to do it. The book The Purpose Driven Life has been an influence on me in that respect.

If you communicate the mission of what you’re doing—and HMS has a powerful mission—people will feel a lot better about their jobs. I want my teams to know that what they do every day is key to HMS’s success. In a down economy, and with healthcare reform on the scene, what they do is integral to the government programs that provide healthcare coverage to those who need it most. But then you have to continue to keep your teams engaged.

Tabitha: That was my next question…you’re brilliant!

As your employees come in day to day—to a high volume of telephone business—how do you keep them engaged throughout the day? How do they deal with intense calls?

Justin: We are in a very unique situation as a service center. Even though we are an outbound service center, we are not calling individuals and cold calling, or trying to sell. We are very much a “polling” type of organization. We are calling other businesses—insurance companies to be specific—and gathering information from them. It’s a business-to-business transaction. So, we don’t run into a lot of difficult telephone calls because it’s usually one professional talking to another.

The nature of the work we do in my department can be very challenging, since there is a fair amount of repetition. But we have so many folks who are self-motivated and have the drive to do their best, and that makes all the difference to them and to HMS.

I talk to my folks a lot about servant leadership and knowing the importance of their jobs as team leaders, supervisors, or managers. If you have people working for you, but don’t lead them, then you don’t really have a team.

Tabitha: Tell me about the support systems you have set up here. What’s the best way to build support in such a large group?

Justin: Because of the size of the department, I rely on team leaders and the individual units for that cohesiveness.

Tabitha: So you think that it filters from the top down?

Justin: Yes, but I would tell you that it’s an inverted pyramid. It filters from the top down, but the top level is that frontline staff. As a leader, I look at the fact that I have a job because I have 200 people first, I have 20 team leads second, I have 7 supervisors third. And then there’s me. I’ve got to always be thinking about those frontline folks. I am always thinking about those team leaders and supervisors, and try to be employee-centric. My philosophy is, whenever you can, err on the side of the employee. Do the thing that is right by the employee. There are always boundaries and limits within which you have to work. It’s not like we have a blank check to do whatever we want. But where you don’t have limits counts more—caring about staff, being visible to them, and going out of your way to recognize good performance.

Tabitha: Let’s talk about that. When they get feedback, do they get it directly from their team leads, or their supervisors…or you? How does that feedback come, and is it pretty specific?

Justin: There are a number of different ways that we provide feedback here. Team leaders and supervisors provide feedback and coaching during the training phase and during the formal evaluation process. We also produce written reports that are used to counsel and review performance with staff. I am a very strong believer in the importance of delivering both positive and constructive feedback. The positive feedback is very important because I believe that everybody is doing something right. It’s our job as leaders to serve employees by correcting any issues in their business practices, but also to serve them by building up their esteem, and praising them for what they are doing well. And that is extremely important to me.

]]> http://magazine.deltadallas.com/large-scale-management-and-servant-leadership/feed/ 1 http://magazine.deltadallas.com/the-stickitothemaniosis-epidemic/ http://magazine.deltadallas.com/the-stickitothemaniosis-epidemic/#comments Mon, 28 Sep 2009 14:00:31 +0000 admin http://magazine.deltadallas.com/?p=708

Do your employees have an acute case of “Stickitothemaniosis”? If you have never heard of this term, it was coined by Jack Black in the movie School of Rock. Stickitothemaniosis is a disease characterized by the uncontrollable urge to “stick it to the man”. Most often this disease can, in fact, be found in rock bands and is easily cured with a very loud and distorted guitar solo. Today, however, this terminal disease has mutated, spread to corporate America and is affecting the workforce in epidemic proportions.

Right now, employers are functioning with a survival mentality. Jackets are off, sleeves are rolled up, and company leaders have been laboring twice as hard as they ever have in order to press toward company goals in this economy. However, many leaders have not been paying attention to their constituents during this recession; and their constituents’ commitment levels are dropping. They have “Stickitothemaniosis” and they have got it bad.

Do your employees view you as “the man” or do they view you as a leader that is worth following all the way to company goals? Are they inspired by your vision of the future at your company or are they looking around for other options?

What if they knew that you were doing your best to keep them on, and that you too were hoping for better times that haven’t come yet? You wouldn’t be “the man” anymore. You would be the head of a team that is engaged, interdependent, and invested in the future of your organization.

During times of economic stress, your company brand can suffer in the eyes of your employees – even with the best of efforts. Why? Jack Welch, in his recent article, Winning Back a Wary Workforce asserts that the employment climate has changed. He says that the American workforce has experienced a fundamental shift in attitude toward working for “the man” and that future trends will make hiring even harder for big business.

Think about it . . . In the past two years, employees have seen their co-workers get laid off; those lay-offs have shifted work onto remaining workers, and in an effort to cut costs, some employers have begun to shave benefits. So even if you are an employer who has done everything you know to do for your employees in this environment – the increased pressure created from the realities of a recession can leave workers with a bad taste in their mouths. They can become disengaged, and could leave just as soon as the economy begins to move forward. With that in mind, leaders need to take action now to ensure that their employees are committed and feel valued.

Trust Begets Employee Engagement
Trust is one of the most essential and intangible factors of a fully functioning team. Teams that can stay cohesive in this economy are poised for success when recovery begins to build. It’s a simple fact: Employee trust produces employee engagement and employee engagement produces higher production levels. Conversely, employee disengagement leads to a self-focused rather than team or company-focused attitude, and production can suffer. A disengaged workforce affects your bottom line. (Who needs that in a recession?)

The beginning of this much-needed trust begins with confidence in current leadership. In their book, Credibility, authors James Kouzes and Barry Posner place honesty, the ability to be forward-looking, competence, and a talent to inspire at the top of their list of qualities that credible leaders possess. These qualities are even more vital in today’s environment. Begin now to build trust with your employees by being transparent. Consider the following:

BE HONEST
Be honest with your employees about the state of affairs at your organization and where they stand.

BE FORWARD-LOOKING
Give your employees insight into your vision and plans for your company’s future and/or the future of your department. It will let them know that they considered a part of that future and give them direction.

BE COMPETENT
Let your employees know what you are doing to make a difference right now. Tell them your plans for organizational and departmental success. Most of all, let them know how they are included in those plans. Execute those plans and include your constituents in your successes.

BE INSPIRING
Replace your team’s microcosmic view of their individual roles by inspiring them with a wide vision of your company’s future. Give them the big picture. This will engage them in the company’s goals, and once they are engaged – they can invest themselves in the company’s future. No one wants to work toward a future that fails to inspire.

Now is the time to position your team for recovery. Transparent and forward-thinking leadership will help to develop wider perspective in your teams. “Stickitothemaniosis” can be eliminated when you and your constituents build trust. Mutual respect, honest communication and shared vision will bring out the best in your employees. Press through to company goals by inspiring your employees to high engagement. Engaged, productive, inspired and committed employees are worth the effort.

Kim Follis is Vice President for Delta Dallas. Reach her at 972-788-2300 or kfollis@deltadallas.com

“When people honor each other, there is a trust established that leads to synergy, interdependence, and deep respect. Both parties make decisions and choices based on what is right, what is best, what is valued most highly.” Blaine Lee ]]> http://magazine.deltadallas.com/the-stickitothemaniosis-epidemic/feed/ 1 http://magazine.deltadallas.com/go-fish/ http://magazine.deltadallas.com/go-fish/#comments Sat, 22 Aug 2009 05:48:44 +0000 admin http://magazine.deltadallas.com/?p=664

Recessions create leaders. These days, as part of the leadership team here at Delta Dallas, I find myself recounting my earlier recession experiences to my team. During the first recession I went through in this industry, I was clueless. During the second, I almost went down for the count. When this recession came along, however, I just looked up and said “Bring it on!” It has been important for my team to know that I can relate to the challenges they are experiencing in this recession.

In times of uncertainty, it is natural for people look to those in charge – their leaders – for guidance. My team is reassured by the fact that this is my third recession and I am still ready for the challenge ahead. In any difficult time, people start to look around to see if their leaders have the qualities they perceive to be most important in a person worthy of following.

We have an open atmosphere here at Delta Dallas. From my desk I can hear almost every conversation in the office. Lately, I have been intently listening to our recruiters’ conversations about leadership. Every day we discuss what qualities our candidates desire in a potential manager. We also converse with clients about what leadership qualities they are looking for in an employee. It turns out; there are a few qualities that consistently rise to the surface during these conversations. They are:

Vision: The ability to give direction.
Motivation: The passion to carry you through what you need to accomplish.
Confidence: The strength of belief in oneself.
Initiative: The fortitude to make decisions and do what needs to be done.
Knowledge: Not only possessing the information, but sharing it with others.
Productivity: Bottom line, quantifiable results.

Here’s the eye-opener, though. My staff has actually been discussing the characteristics that I look to develop in them. My goal is to build more than a team. My goal is to build a team of leaders.

I have been particularly interested in the relationship between leadership qualities and productivity lately. As I have been reading, I have found that some of the experts believe that it is a leader’s responsibility to maximize team productivity and to contribute by example – and I agree with a majority of their comments. However, the most important productivity factor in our office is developing the leader within each of our employees. It is much easier to set goals for your team and be done with it than it is to make efforts to develop leaders. But in my experience – individuals who can lead themselves have higher production levels. Ancient Taoist Lao Tzu said, “Give a man a fish; feed him for a day. Teach a man to fish; feed him for a lifetime”. It has been more important to teach my team the life skills of goal setting, accountability, and measurement. These personal leadership tools will help them to maximize their production as individuals and for our company.

Are you ready to develop individual leadership in your team? It is a process, but you can begin to guide and grow your internal leaders by teaching them what the essentials are. This week, take a few of your top producers (they will be the best team members to begin with) and ask them to answer the following questions:

• Do you have clearly-defined SMART (Specific, Measurable, Achievable, Realistic, Time-Bound) goals related to specific job responsibilities?
• Have you defined systems, procedures and processes in place for each job task?
• Do you have an understanding of the acceptable measurement tools for the job at hand?
• Are you evaluating your work regularly and the results you have obtained?
• Do you have the adequate tools/skills available to accomplish the defined goals?
• Do you have the authority and decision-making ability to complete the required tasks?
• What motivation is present to drive needed results?

As your employees work through these questions, they take on the responsibility for their own productivity and differentiate themselves as company leaders.

Creating leaders has many rewards. In the past few months I have been inspired by the leaders in my own staff. Their feats of leadership, risks toward personal accountability and personal productivity have amazed me. One of our consultants came up with a new hiring solution to meet the financial/guarantee concerns of a client creating a win/win situation. Another consultant worked with a client to explain the importance of weekly one-on-ones with her staff in order to review departmental goals and expectations. I have even seen our team of grown women celebrate each other’s weekly accomplishments with whistles, pom-poms and silly string . . . creating a sense of community and motivation for the week to come.

As a leader, let it be known that you expect leadership qualities in your staff and provide support . . . but press your team to come up with their own creative solutions. You will be doing your employees a favor by preparing them for the times ahead. The economy to come will require that employees think creatively and offer far more value than just filling a cubicle. Talent will be a critical factor for workers and corporations in the new economy. By mentoring your employees, you are preparing them for maximum production and developing your company culture for the future ahead.

Kim Follis is Vice President for Delta Dallas. Reach her at kfollis@deltadallas.com or 972-788-2300.

Recently, I took a quantum leap and did something I had not done before.  I asked my 95 contacts on LinkedIn to “Recommend Me” as a leader in the staffing/recruiting industry.  Many of the comments came from people I had worked with more than 10 years ago, and to say the least, I was awed and humbled by their comments. The most interesting comments, though, were submitted by the people who have worked for me.

I was interested to find out how others viewed me as a leader. Their comments compelled me to stop and think about the very nature of leadership and the role of women as leaders.  How do we lead? Do we lead differently than our male counterparts? What are the most desirable traits in leaders, and how do women manifest these traits?

Continuing on LinkedIn, I took a few minutes to view the recommendations of women leaders that I admire. As I read the recommendations for these female leaders, I began to notice commonalities. There were a few characteristics used to describe these women that came up over and over again.  They were:

Professional
Creative/Solutions-Oriented
Mentor/Trainer
Inspiring
Caring

To see traditionally masculine qualities like “professional” and “solutions-oriented” listed next to conventionally feminine qualities like “mentor” and “caring” was extremely satisfying. It made me think that we are beginning to view some feminine qualities as leadership qualities.

Male and Female Leadership:  Is there really a difference?

I asked some colleagues of mine that are currently working for women about their experiences with women in leadership. I wanted to see what they would say. Here is what they said:

“One of the female leaders that I admire partners her intelligence and heart in making recommendations and decisions.”

“…the ability to delegate is important. There are times when women are more focused on doing than delegation. Often times [women leaders] get a reputation for being tough…but actually if they are comfortable in their role, they make excellent leaders.”

“When I have worked for a woman, I find that they are more interested in what is best for me, whether that be about work/life balance issues or even opening the doors for promotional opportunities.”

“The kind of leader I like is one that gives clear direction, has vision, guidance, mentor/coach, confidence in the team to deliver and doesn’t micro-manage. What I have found is that women are more motivating and a guiding influence. Men as leaders are more political in their decision-making and often leave you to figure it out on your own.”

The women leaders whom I have known have had three distinct qualities: dedication, passion and compassion – not necessarily in that order. They have cared about the people on their teams, and are always eager and ready to assist those people in achieving their success.”

These are varied opinions, to be sure, but everyone I spoke with thought that women have, in general, learned to utilize their unique characteristics in order to lead. Today, women are using the very qualities that were previously considered strictly feminine to influence personal performance in their teams.

The Challenge

The challenge of incorporating women into leadership comes from our collective corporate past. Corporate America has been built and led with the perception that soft (feminine) skills are less effective. In her book, Disappearing Acts: Gender, Power, and Relational Practice at Work, author Joyce Fletcher asserts that soft skills and business skills are inextricable. It makes sense.  In my experience, employees who feel respected and cared about are more productive. They’re happier.

Have you ever seen the happy cow commercials? The cows in these commercials are happy, and RealCaliforniaMilk.com is asserting that happy cows make a better product. Women are skilled at relational management. They let their employees know when they are doing a good job, and create company cultures that are productive. I have seen it happen. When employees feel significant, they have a tendency to catch the company vision and produce higher-quality work. Women are also skillful when conflict arises. Emotional intelligence is a benefit to subordinates, superiors and production.

What the Experts are Saying

The Harvard Business Review published an article called “Women and the Labyrinth of Leadership” by Alice H. Eagly and Linda L. Carli. They assert that “Women occupy 40% of all managerial positions n the United States.  But only 6% of the Fortune 500’s top executives are female.  And just 2% of those firms have women CEO’s…Women’s leadership style – characterized by innovating, building trust and empowering followers – is ideally suited to today’s business challenges.” They note, “Leadership style issues:  Many female leaders struggle to reconcile qualities people prefer in women (compassion for others) with qualities people think leaders need to succeed (assertion and control).”

Obviously, we still have ground to cover in the percentage of leadership positions women hold. Joyce Fletcher in Disappearing Acts asserts that women are being overlooked for leadership roles because of the types of skills they utilize in order to achieve success. It is not that those skills are any less effective than the masculine traits their counterparts are utilizing to produce performance. Our present corporate culture has put limits on how female leadership is perceived and how far women advance.

Where Are We Now?

There is hope, though. It looks as if the new economy is having an effect on corporate structure.  We could soon have less “tiered” structure models and more team-based structures. Just the place for women to thrive in the future!  We are all becoming more and more interconnected, more collaborative, and the ability to communicate is paramount. In this new economy, women who are able to utilize their emotional intelligence, communication skills, and ability to mentor…just might lead the way!

Throughout history, women have made a significant difference with our hands, our minds and our courage. Once women joined the workforce at large, the impact was inevitable. Women have changed the face of business, and made significant contributions in a variety of industries.

A considerable number of women entered the work force during World War II. Women by the millions took factory jobs to make up for the domestic manpower shortage. After the war, the number of working women dropped, but by 1950 it was climbing again, at the rate of a million a year. By 1990, the work force was 47 percent female and 53 percent male, according to the Bureau of Labor Statistics. Many view this as one of the most important and desirable social and economic transformations of our lifetimes. Throughout the 1990s and 2000s, and until this recession, women remained less than 49 percent of the work force. However, that percentage has now passed 49 percent and may cross the 50 percent threshold for the first time. As we cross this threshold it only makes sense to assess where we stand and set goals for the future.

Women have carved out a place for themselves in the workforce, and often have detached themselves from native qualities that have the most leadership potential. In her book, Designed for Success, Dondi Scumaci reviews the qualities that are widely understood to be leadership qualities, and juxtaposes them against the descriptions women most often face at work. Feminine descriptions such as catty, nurturing, empathetic, and aggressive are not associated as qualities suited for a role at the leadership table. Today, women are ready to re-assess the qualities that have brought them this far and look forward to the qualities that will take them further.

Silence is Golden, but Negotiation is Priceless

Women are still reluctant to ask for what they want in a work situation. In her book, Ms. Scumaci asserts that women tend to take the first salary offer from an employer rather than negotiating. Women have a tendency to view this as confrontational, and Ms. Scumaci predicates that men negotiate salaries more readily because they view it as a challenge rather than a confrontation. Lack of negotiation can lead to resentment later on when responsibilities in the workplace become greater and the real work begins. Many women are left feeling taken advantage of because they didn’t assert their true salary expectations during the interview process. Women who make no apologies for their expectations and have the courage to ask for the salaries they want and need are the top earners today. You will never get what you want if you don’t ask for it!

Listen and Grow

Women will continue to progress in the workplace, and in our developing roles we must be able to effectively take constructive feedback from peers, leadership, and people that we trust to be honest with us. We also have to be willing to accept the information given to us and use it to become more effective leaders in the workplace. Growth is always contingent on our willingness to be confident enough to admit when change is needed.

Woman, Market Thyself

Marketing. Women all over the world have entered the marketing field and are marketing their companies’ products. Why, then is it so hard market oneself? It is essential that women in the workplace develop a plan to strategically market themselves in order to develop, grow and position their careers for an ever-changing marketplace. Women need to establish strong personal branding both in and out of the office environment, and share their successes with peers. Your mother may have told you not to “toot your own horn,” but if you want people to notice your successes in a fast-paced environment, you had better pull out your tuba and get busy.

Communicate, Lead, Mentor

Most of us these days think of ourselves as self-actualized communicators. Have you, however, ever worked for someone that you felt was aggressive? In one scenario in this book, there is a female leader that led her team by intimidation. Her employees were afraid to speak to her or even ask questions.  Due to this, the morale and productivity in the department was extremely low. This is how she wanted to be viewed, and she did not realize that this behavior would have such a negative impact on her organization. She honestly thought she was leading…because she thought that fear was a motivator and that if her employees viewed her as invulnerable, she would earn their respect. The opposite was true. Women don’t need to be aggressors in order to get people to listen or cooperate.

Conversely, I can remember a point in my career back in 1996 when I worked for a female SVP. Initially, though she was knowledgeable in her field, she seemed intimidating.  This woman saw leadership qualities in me and gave me an opportunity that I never thought was possible at my level. She saw abilities in me that had not been activated and gave me a chance. We started a new division within the organization. With her continued mentorship and my willingness to push myself, we put together the number one direct hire administrative division of the company in Dallas. Though I don’t work with her any more, she remains a strong professional influence in my life to this day.

Can you see the difference?  Both women were getting things done, but the woman who encouraged me was creating a future for her company, for me, and for herself. Mentorship is a win-win proposition. Women need to capitalize on our best qualities to become the leaders who will open doors for the next generation. We should encourage our employees to be a part of the decision-making process, and mentor them as we lead. The returns are worth it.

Dondi Scumaci has written a useful book that asks women to take an honest look at the way we do business. If you are a woman or a man who works with women, I highly recommend that you read this book. Everyone can benefit from the advice and wisdom within. I did. I sincerely look forward to what the future has to hold for women in the workplace. As we press into this new economy, we will need the tools that Dondi Scumaci presents to thrive.

In 1983, entrepreneur Linda Crawford opened Delta Dallas while Texas was experiencing a recession.  Twenty-five years later, Delta Dallas has survived several economic downturns.  This is a direct result of strong leadership and a business of passionate people.

Delta Dallas is the only nationally accredited staffing firm in the DFW area and has a full staff of certified, award-winning recruiters.  Recently, I met with Linda to discuss her current thoughts on leadership:

Tabitha: Linda, thank you for meeting with me.  I‘m truly excited to talk to you about leadership.  In today’s world, what characteristics do you like to see in a leader?

Linda: Leaders have integrity, which builds trust within an organization.  Leaders are accountable for results and will admit when they are wrong.  Leaders keep one foot planted firmly on the ground, and their eyes on the horizon, which is a reflection of a visionary.  Leaders embrace the ideas of others and continue to seek new knowledge; leaders beget leaders. In my mind’s eye, leaders in today’s world walk a fine line between managing resources and taking risks.

Tabitha: Who inspired and influenced you?

Linda: So many people… Through the years I have benefited and been gifted through associations with my mentors, business associates, and most of all our Delta Dallas team.  The leadership of Delta Dallas, Don, our CEO and President, and Vice Presidents Kim Follis and Michelle Cook, make decisions on behalf of the company every day.  They are proven and trusted.

Tabitha: Linda, I met with two of Delta Dallas’ long-term employees to get their perspective on your leadership style, and here is what they said:

When I started working for Linda over 20 years ago, I had no idea what an amazing leader she was.  I have learned through her to never give up, believe in your people, use integrity and heart in making decisions, and to be true to yourself.  She not only leads others, but leads herself.

~Kim Follis, CPC, CTS, Vice President, Delta Dallas, 20 years

Linda has been an inspiration to me in many ways.  I knew people in the industry before I came to Delta Dallas, and the reputation that she built with those people was amazing.  I have come to know that the reality far outweighs the reputation.  She has built one of the most recognizable staffing companies in the state.  Knowing that Linda can take an idea and transform it into such an awesome reality, simply by making that first phone call in November 1983, inspires me to pick up the phone every day.  Her leadership and constant encouragement are the reasons that I feel blessed to come to work for Delta Dallas every day!

~Dana Lee, CPC, CTS, Executive Recruiter, Delta Dallas, 7 years

IF…..
by Rudyard Kipling

-

IF you can keep your head when all about you
Are losing theirs and blaming it on you,
If you can trust yourself when all men doubt you,
But make allowance for their doubting too;
If you can wait and not be tired by waiting,
Or being lied about, don’t deal in lies,
Or being hated, don’t give way to hating,
And yet don’t look too good, nor talk too wise:
If you can dream – and not make dreams your master;
If you can think – and not make thoughts your aim;
If you can meet with Triumph and Disaster
And treat those two impostors just the same;
If you can bear to hear the truth you’ve spoken
Twisted by knaves to make a trap for fools,
Or watch the things you gave your life to, broken,
And stoop and build ‘em up with worn-out tools:
If you can make one heap of all your winnings
And risk it on one turn of pitch-and-toss,
And lose, and start again at your beginnings
And never breathe a word about your loss;
If you can force your heart and nerve and sinew
To serve your turn long after they are gone,
And so hold on when there is nothing in you
Except the Will which says to them: ‘Hold on!’
If you can talk with crowds and keep your virtue,
‘ Or walk with Kings – nor lose the common touch,
if neither foes nor loving friends can hurt you,
If all men count with you, but none too much;
If you can fill the unforgiving minute
With sixty seconds worth of distance run,
Yours is the Earth and everything that’s in it,
And – which is more – you’ll be a Man, my son!

-

-

What we need today are LEADERS! Whether your role is CEO, Vice President, Director, Manager or Supervisor, in this challenging economy, your people need your leadership more than ever. They need your vision, inspiration, commitment and honest feedback.  They need your best every day!

When I came to the DFW Metroplex in 1984, I didn’t know we were in a recession. All I knew was that I was in a new city, in a new career, and I was faced with endless opportunity.  I quickly became a leader in our organization.  Why?  I believed. You could say I didn’t know or I didn’t listen, but more importantly I believed in what we were doing and the growth opportunities ahead for all of us.

So 25 years and at least four recessions later, we are once again in a similar economic downturn.  Products and services are harder to sell.  You are expected to accomplish more with less people and resources than ever before.  However, your role as a leader is to lead your team through this challenging time and assure them that success is possible even in this economy.  You are their leader.  Whether chosen, appointed or elected, you are the leader. What should a leader do during tough times? Here are 6 Qualities of a Good Leader to keep your team motivated and inspired even during tough times:

L - Look around, walk around. Get out of your office and off your computer!  If the first thing you do every day is go to your office and log on to your e-mail, STOP!  It will wait.  Most of us get our e-mail on a PDA so there should be no hurry.  Walk around and talk to your employees.  Find out what they are working on and if they need help.  Know what is going on in their lives besides work.  LOL - Laugh out loud! Tell a funny story or just see the humor in life.  Keep a smile on your face, and it will make the atmosphere lighter for everyone.

E – Energy – the Pace of the Leader is the Pace of the Pack.  Do you ever wonder what is going on?  Why is everyone dragging around?  Look in the mirror.  What are you doing each day to motivate the troupes?  What example are you setting with customers and co-workers?  Do you approach every day with a sense of urgency, with a plan and an enthusiasm for life even during hard times?

A – Attitude – the Best is Yet to Come! Did you or your company have your best year ever in 2008? Are you worried about 2009?  Yes, an understanding of reality is important.  Having a good attitude means that you still have hope and vision for the future.  It doesn’t mean that you disregard what is happening, but that you lead the way with a great attitude, hope and expectations.  You are not giving up, and you really believe that getting through the tough times makes us stronger.

D – Determination, Perspiration & Inspiration – Don’t ever let them see you sweat! It takes daily commitment, daily example setting, daily hands-on interaction to lead a team during tough times.  Identify the vision.  Communicate it visually and verbally in order for them to see your optimism.  Find ways to set the example every day.  It might mean calling at least one client everyday just to say, “Thank You” or taking the time to meet with one employee everyday to give them reinforcement of how they make a difference in the organization.  Get involved!

E – Engaged – Engage your Team. Take time to listen. Sometimes people just need you to hear their concerns.  You may not be able to change the circumstances of today, but letting people know you care and have their best interests in mind will help them focus on the job and not their worries.  Have focus groups, and give your team projects that inspire them such as creative ways to provide value-added services to your customers or identify opportunities to give back to the community through non-profits.  Get creative!

R – Relationships – Employees and customers want friends they can trust.  If you haven’t read, How to Win Friends and Influence People by Dale Carnegie, do it now.  People want to work for and with friends, and your role is to influence people to trust your ideas and directions.  At no time is this book more appropriate than now.  People need strong, influential leaders that they can trust.

Do not just “manage,” but choose to lead.  What is the difference?  We manage budgets, time and e-mail; we lead people with vision, inspiration, enthusiasm, commitment and attitude.  Tough times call for strong managers who are strong leaders.  It is time to lead your team!

Note:  Do you and/or your managers have the skills they need to lead through these tough times? Make sure managers have the tools in their tool belt to be the best leader possible.  For more information about Leadership Skills for Tough Times and other resources offered by Delta Dallas click here.

Also feel free to contact Yvonne Abel, SPHR, 972-788-2300, yabel@deltadallas.com.