Leadership Today - Practical Tips For Leaders

Summary

Are deadlines always a good thing? And when might they backfire? This week we explore research focused on exactly these questions.

Transcript

Welcome to episode 168 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore when setting a deadline might backfire, leading to a reduced chance of delivering.

If you want someone to complete a simple task for you, are you better off setting a one week deadline, a one month deadline, or no deadline at all?

A team of researchers explored just this question. They randomly selected New Zealand participants and offered a $10 donation to charity in return for completing a 5 minute survey. Their findings showed that a shorter deadline of one week resulted in a greater response rate than a one month deadline. 6.6% completed the voluntary survey with the shorter deadline, versus 5.5% for the longer deadline. The researchers believed the one month deadline provided the greatest opportunity to procrastinate, and it also saw the lowest number of completions of early responses. So a shorter deadline is definitely better.

Interestingly, providing no deadline to complete the survey actually worked best, with 8.3% of people voluntarily completing the survey. Like the one week deadline, not providing a deadline at all led to a higher number of early responses to the survey than a long deadline.

So how do we apply this research in our leadership? The most direct application is in surveys. When I was heavily involved in employee surveys we used to apply a combination approach. Our initial survey requests typically didn’t include a deadline. After two weeks, we would then provide a one week deadline to those who hadn’t completed the survey. And we would always keep the survey open a week after the deadline. For whatever reason there is always a small number of people who don’t start things until the deadline has passed. This combination produced better results than just providing a two or three week deadline up front.

When we want people to voluntarily complete a short task, we’re best to initially not provide a deadline. If we are asked for a deadline, we’re better off specifying something short like one or two weeks, rather than a longer deadline of a month. This approach helps to provide people with freedom to manage their time. Not setting a deadline provides that freedom while avoiding the risk of procrastination for simple tasks. It’s like we all operate with a range of vision for deadlines.

In a firm I worked for there was a running joke. If anyone ever said something would be ready in six weeks, it was taken to mean that it would never be done. Six weeks was long enough into the future that it was beyond most people’s planning and attention.

For smaller tasks, why not experiment with shorter deadlines and not having deadlines at all. You will likely find things will be completed more reliably and faster than if you set a one month deadline.

Reference

Knowles, S., Servátka, M., Sullivan, T. & Genç, M. (2022) Procrastination and the non-monotonic effect of deadlines on task completion. Economic Inquiry, 60( 2), 706– 720.

This week we explore how agreeableness as a personality trait has a positive impact on work investment and teamwork.

Welcome to episode 167 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how agreeableness as a personality trait has a positive impact on work investment and teamwork.

Since the 1950s, and particularly from the 1980’s, personality research has focused primarily on the big 5 personality traits - Openness-to-Experience, Conscientiousness, Extraversion, Agreeableness and Neuroticism. Taken together these 5 traits account for the majority of differences in personality between individuals while also having predictive ability across a range of positive and negative outcomes in workplace settings. They provide our best understanding of personality across a range of settings and individuals.

A recent study focused on the agreeableness trait. As a personality trait this describes people who are cooperative, polite, friendly and kind. Agreeableness is associated with an interest in others and in building positive relationships. The study by Wilmot and Ones is of the most comprehensive analyses of agreeableness undertaken, bringing together 1.9 million participants across more than 3,900 research studies.

Their research highlighted a broad range of positive outcomes associated with agreeableness in a workplace context.

The benefits for individuals and teams included:

• Focus on growth and concern for others
• Contentment with current circumstance
• Investment in building and maintaining relationships with others
• Team working including cooperating with others and working towards shared goals
• Work investment and commitment
• Tendency to place less emphasis on results, and being more lenient in rating others’ performance
• Ability to adjust to new contexts
• Greater likelihood of respecting social norms and rules

In summary, those with agreeableness as a personality trait are likely to invest more effort into their work, primarily in a corporative and team-building way.

Here are some tips for building agreeableness:

1. Take a genuine interest in others. Empathy is a cornerstone of agreeableness. It’s easier to get along with people that we understand and can relate to.
2. Invest time in building relationships. Agreeableness is often about quantity time. Relationships require investment.
3. Consider shared goals, not just individual goals. Agreeableness is interested in collective outcomes and team wins.
4. Maintain connections during moments of disagreement and conflict. Relationships are usually more important than winning an argument.

It’s also worth nothing that, as a leader, you can assess and select for agreeableness and other personality traits that may be important for work performance. This requires personality instruments that are specifically designed for a selection context, but is worth exploring if you want to build effective teams.

Wilmot, M. P., & Ones, D. S. (2022). Agreeableness and Its Consequences: A Quantitative Review of Meta-Analytic Findings. Personality and Social Psychology Review, 26(3), 242–280.

Summary

This week we explore how delegating isn’t just great for results, it also helps people to develop.

Transcript

Welcome to episode 159 of the Leadership Today podcast where each week we bring research to life in your leadership.

Over the past few episodes we have been focusing on leadership practices - sets of skills that leaders apply to suit needs of people and the situation. This week we’re looking at Delegating. As we have explored before, people often struggle with delegation. Delegating takes time and effort. It is often faster in the short term to just do things ourselves. But it is over the longer-term that delegating has a major benefit. If there is something that takes you an hour per week to do, how much time would you be prepared to invest in training someone else up store take that task on? Let’s say it takes 8 hours to train them up. You will earn that time back six times over within the first 12 months. So from a personal efficiency perspective, delegation is great. But also think back over your career and when you have learned the most. Typically it’s when someone has delegating something meaningful to you that your learning was fast tracked. The risk we often fall into is delegating a task rather than an accountability. The problem with delegating a task is that I need to re-delegate it every time the need comes up. Delegating an accountability allows the person to take the responsibility and run with it. It also allows them to complete the task in their own way, which often leads to even better performance.

Delegating works best once we’ve laid the groundwork through reflecting, inspiring, developing and connecting. People are then in a position to take on broader responsibilities, knowing the context they’re working in and the support available. Delegating makes sense with capable people who have potential to deliver even more. But delegation isn’t always the right approach. We should be careful delegating a task with high risk to people who are brand new. Equally, there are tasks such as performance management and financial approvals that only the leader can undertake.

But the work of leader isn’t over once we’ve delegated, and that leads us on to the final leadership practice - clearing. We will cover that next week. Just a reminder to complete our brand new Leadership Practices Assessment. It’s completely free, and you will find a link to it in the show notes. Have a great week.

Access the Leadership Practices Assessment - https://leadership.today/lpa

Staring at yourself in a video call turns out to be a real downer.

Welcome to episode 148 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how staring at yourself on a video call is a real downer.

Video calls can really sap our energy. Our brain isn’t very well equipped to focus on so many faces at once, making the gallery view in Teams and Zoom particularly challenging for our attention and energy levels. We can also find seeing ourselves on screen distracting. But recent research shows it’s even worse than that - staring at ourselves during a video call actually worsens our mood. Researchers found people tend to look at others more than themselves when on a video call. By tracking participant eye movements though, they found variations in how much time people spent looking at themselves. Those who stared at themselves more tended to demonstrate greater drops in their mood and emotional state across the video call. The researchers even allowed some participants to drink low amounts of alcohol during the experiment, which is usually associated with increased mood and sociability. However, during video calls these same low levels of alcohol did not increase sociability and mood. The nature of the video call dampened these typically positive effects.

So what do we do with all of that? It’s unlikely you’re drinking during work calls, so let’s just park that finding. But one practical thing you can do is to remove your self-view. Once you are setup and sure your camera is working, Zoom and Teams allow you to hide the view you have of yourself. This will help you to focus on the other person. You can also look at other settings that allow you to focus on the person speaking, rather than showing all participants at once. Some leaders I’m working with have even tried phone conferences as a way to change up the approach they take to meetings. So this week, try to stop staring at yourself. It will make you feel better.

University of Illinois at Urbana-Champaign, News Bureau. (2022, June 13). Staring at yourself during virtual chats may worsen your mood. ScienceDaily. Retrieved June 27, 2022 from www.sciencedaily.com/releases/2022/06/220613143249.htm

Summary

We each have mindsets that we bring to our leadership. In this fourth of a five part series, we explore Options Thinking and the role it plays in The Leader’s Mindset.

Transcript

Hello and welcome to episode 224 of the Leadership Today podcast where each week we share practical tips to improve your leadership. In this fourth of a five part series, we explore Options Thinking and the role it plays in The Leader’s Mindset.

We are continuing to explore The Leader’s Mindset which has four elements: Goal Orientation, Optimistic Outlook, Options Thinking and Drive for Growth. I encourage you to listen to the three previous episodes first and also take the time to complete our free Mindset to Action assessment. This provides detailed feedback on all four areas along with development suggestions. Just go to https://leadership.today/mta

We often aren’t great at coming up with multiple options when we encounter challenges. Typically we will generate one option, and then become stuck if that option doesn’t work.

Options Thinking is like identifying various pathways to the destination on your journey. With Options Thinking, a person identifies ways around emerging challenges and problems. They are confident in their ability to come up with another way around obstacles they might face. Without Options Thinking, a person gets stuck when things don’t go to plan. They find it hard to identify new ways to reach their destination when the first pathway is blocked.

So Options Thinking has two parts - the identification of options up front, and then immediately focusing on options when you become stuck.

There are five ways you can build your Options Thinking:

1. Brainstorm Options: When you face an obstacle, immediately start to brainstorm options. Recognise that option generation and option evaluation are two distinct steps. If we are trying to evaluate our options while we generate them, we will often throw out too many options that could have merit. Instead, spend time generating multiple options before evaluating them.
2. Ask Yourself Questions - Use these questions to help prompt further options:
   • What are your options moving forward?
   • What else might you do?
   • What has worked so far?
   • How could you do more of that?
   • Who else could help?
   • What are the pros and cons of these options?
   • What are the easiest options that will have the biggest impact?
3. Engage Others: Ask a trusted colleague or friend to help you generate new options. Having someone asking you for further options and guiding you towards new areas to consider is extremely helpful. It's often even better if the person isn't close to the problem so they can take a more objective view.
4. Change Your Setting: Consider where you come up with your best ideas. Most people develop their best ideas when they’re relaxed, maybe having a shower or going for a walk, and when they’re interacting with others. Make sure you give your brain time to relax and consider options, and bring others around you to bounce ideas off.
5. Reflect on Past Successes: Take time to reflect on moments when you have overcome challenges or worked through adversity. Reflecting on our past successes can encourage us to keep going and generate new ideas to move forward.

As always I encourage you to select one of these to practice over the coming week. In our final episode of this series we are going to explore Drive for Growth. Have a great week as you become an even better leader.

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