Tag: leadership

• Planning a Leadership Intervention

  There will be times when you will have to participate in a leadership intervention, primarily when there are behavioral issues and/or not meeting expectations. This discussion is focused on the issue of not meeting expectations.

  Over the years I have been involved in many leadership interventions for a wide range of reasons. Some I got right, some I got wrong. When I got it right, this was the process I followed. When I didn’t follow it, well, we had to go back and address the issue again.

  When you recognize a situation where an employee is not meeting expectations, you will need to engage with them to determine why and what intervention will be needed.

  Making it safe to discuss. Think about where you have this conversation and the impact location has on the employee’s willingness to engage in the discussion willingly. Preparing includes being in the right mindset to approach what might become a difficult conversation. Time and place are absolutely critical in you getting to the root cause of the issue so you can appropriately provide an intervention process that will have the desired outcome.

  First, you will want to clarify their understanding of expectations. Are they clear? This is what I call Clarity of Purpose. They can either repeat their expectations or they cannot. If the message, or purpose, is not clear, clarify and their understanding of those expectations. Then provide another opportunity for success.

  If the expectations and purpose are clear, you might have a willingness or knowledge issue. This will be the next step in establishing your process for intervention.

  Knowledge issues. Discuss the task requirements with the employee to determine where the knowledge issue exists. Once you identify this, you can provide an intervention that includes training or coaching to bring them where they need to be. Don’t guess what the issue is. A flawed process will produce a flawed outcome, and you will be back at the table again in the future.  

  Willingness issues. When you determine the issue to be a willingness issue. You will then have to ascertain the cause of the lack of willingness to meet expectations.

  This can take form in many ways. A few examples that will be addressed here are don’t care, don’t see value in what they do, personal issues, and workplace issues. These tend to be common when dealing with the willingness issue. There will be others, so this list is not all inclusive.

  Don’t Care and don’t see the value in what they do. They are there for the paycheck or they just go through the motions because they have not connected the task to the overall importance to the team, department or organization.

  The first issue is more about buying in. Bringing them to a higher level of productivity is about providing opportunities to lead projects or determine the process for completing them. Ask them what they would do differently if they made the decision. And let me reiterate, this is not a one-time discussion as it might take a while to shift their mindset. Patience and persistence are keys to change.

  Keep in mind, there is nothing wrong with working for a paycheck. The discussion might simply revert to meeting expectations. Verify they understand what those are if it comes to this discussion.

  Value, or what I call the value proposition. One thing you will want to do is determine why they don’t see value in what they do. You must be inquisitive, not focused on solving something, yet. As stated earlier, make sure you understand the root cause to the issue so you can develop an appropriate intervention.

  There are several interventions for value and finding purpose so think about what this looks like in your job. Why do you find value in what you do. I would caution against compensation as a means of finding value as this connects the value to compensation. Not a bad thing, just redirects the value focus from what they do to what they get for doing what they do. Once you uncover why they don’t value what they do, you can better determine an intervention. Ultimately, you want to connect the task to a meaningful impact, to the team, department, or organizational goals.

  Previous interventions. If this is something that becomes repetitive, you first must review what the issues were in the past and what interventions were taken. You certainly do not want to repeat something that did not work in the past.

  I would recommend acting based on the process outlined above before more formal discipline such as lower evaluations or other negative actions. One other comment on this is to be sure to document the intervention, not as a disciplinary issue but to provide a tool to measure progress. If they get to where they need to be, monitor their performance and engagement. Once you know about the issue, it is easier to provide informal guidance to keep them on track.

  The last stop would be a decision to let them go. This is really a cost-benefit proposition. It costs money to hire someone. Low performance costs the company in low production. There are also other impacts on the team to consider. You provide the opportunity to correct the behavior to the expectation then it is up to them to perform.

  I certainly welcome your thoughts on this process. This is not intended to be all inclusive in leadership intervention but to provide a few thoughts on things to consider before assuming we know or understand the issue. We need to understand the issue before we can effectively provide the appropriate intervention.

  February 14, 2026

  communication, employee-engagement, leadership

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• Know Thyself

  In the last couple of posts, I have discussed the lessons I have learned over the years regarding leadership and how leadership influences consequences. The next discussion is on developing your leadership style.

  You must start with knowing yourself. Big surprise, right? Not really. This goes all the way back to Sun Tzu and The Art of War, and probably further. But to be honest, how many take the time to do this? How many leaders really know what this means or what this requires? Or worse yet, even care.

  To know oneself, there are several categories of exploration you must attend to. I will discuss a few that I believe to be important but in no way represent all that can be assessed.

  The first category I like to look at with leaders is values, biases, and beliefs. These are factors that drive behavior. They can also be identified and examined to evaluate the impact on your decision making and behavior.

  Values alignment is important. You can fake it for a while however what you value will eventually dictate your behavior. Just as the idea that watch your thoughts as they become your words, watch your words as they become your habits, watch your habits as they become your character, values will dictate your behavior.

  For example, people that value money may do unethical or illegal acts to obtain money as money is the single most important value in their life. Those that value time with their families might struggle in a job that requires a great deal of time away from their family. You must have a firm understanding of what you value and how you are going to align those values with the organization in which you work.

  To address biases, use critical thinking and the Socratic Method of Questioning. I use this process to identify biases I may have on any topic: Check, Evaluate, Identify, and Challenge. Why do I think about this topic the way I do? Am I open to seeing the broader implications on this topic? Is my perspective limiting my ability to consider other perspectives? Am I actively listening to other perspectives? From what perspective am I approaching this topic. Remember, you can only see one half of a ball at a time so make sure you turn the ball. Lastly, challenge assumptions, yours, theirs, the organizations. You should be comfortable answering questions, in fact, you should welcome them. And your organization should be the same way. If they do not value your voice, you are pretty much there for the pay. If you want to make a difference, go elsewhere. You will know a leader that does not want to be challenged. They will assume a defensive posture and tone. Leaders that welcome challenge will lean into the discussion by being inquisitive on why you think the way you do.

  Next is assessments. Strengths, weaknesses, blind spots, emotional intelligence, and personality to name a few.

  What are your strengths and weaknesses and how do you know they are? You can do self-assessments however this provides a picture of what you think about you. For example, I have taken emotional intelligence assessments and scored high on the results. When my wife takes the same assessment but evaluating me, let’s just say the results look like they are for two different people. When I was in the military we had to fix the position of the ship. To do this we would have intersection lines of position to indicate our exact position. If the lines were close, it was an estimated position. If we used less than three lines of position it was also an estimated position. Of course, this was before GPS. But the idea of multiple lines of position in getting feedback is still applicable to leader development. This is the same idea with assessments. Your self-assessment is simply a line of position, and you could be anywhere along that line in real life. So, get input from others.

  Blind spots and personality. Blind spots are areas in your leadership portfolio you did not know were there. When I had command in the military one thing that I saw people get fired for is things they did not know about happening in their command which, according to the boss, they should have known about. This constitutes a blind spot and can be very problematic in an organization. My advice for uncovering blind spots is to develop open and trusting relationships and lines of communication, empower your teams to address unacceptable behavior when it happens, and get out and engage with your people. Nothing says you care like not being there.

  Knowing your personality and the personality of those around you will greatly improve your ability to connect, communicate, motivate, and engage with others. There are many different personality assessment tools out there however you also want to learn how to identify the personality of others. You can do this through observed behavioral assessments because behaviors tend to identify personality preferences. I would recommend simply understanding the four dichotomies of the Myers Briggs personality type indicator. These represent four opposite preferences such as;

  Introvert  –  Extrovert

  Sensing  – Intuition

  Thinking  – Feeling

  Judging  –  Perceiving

  These represent significant differences in how people approach life. For example, a Thinking type relies on logic and objectivity while a Feeling type relies on emotion and value so trying to make personnel decisions for your team or your organization can cause significant conflict between these two types, and this is just one example.

  Well, I hope this discussion provide some points to ponder and helps you in developing as a leader. Be sure to leave any positive comments that add to this discussion.

  July 16, 2025

  business, leadership, mental-health, personal-development, personal-growth

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