Archive for the ‘Leadership Development’ Category

Do Less, Gain More Employee Accountability

Tuesday, February 23rd, 2016

There is a strange phenomenon I find among leaders–they are often causing their own greatest problems by trying to do something nice.  

I often see leaders who realize their workers are over taxed and so the leader steps in to help out.  Seems admirable on the cover but unfortunately it often has dire unintended consequences.

See the brain works in patterns–it learns a pattern and then uses it to remain on task and to be fully accountable to those results. You step in and take over one step in that pattern and unfortunately the other person’s brain often then let’s go of all accountability and starts operating at a lower level.

Let me give you an example to illustrate what I am talking about:  My children have been doing the dishes since they were about  6 years old.  They load the dishwasher, wash the counters and table, sweep the floor and in the morning when the dishes are clean they unload them and put them away.  A very established routine which they have gotten quite good at since they are now all over the age of 15.  So we are talking about a process that has been imprinted in their brain for over 9 years.

In the last year I have taken to getting up, having coffee, making them breakfast and then going up to work out.  As I am downstairs making breakfast I have gotten bored so I have started to empty the dishwasher and put the dishes on the center island for them to put away rather than waiting for one of them to come down an unload the dishwasher.  Funny thing has happened–if I don’t unload the dishwasher, they don’t empty it and put away the dishes.  Instead they rinse and stack their dishes by the sink.

Now we are talking about ONE small change in the routine–me taking out the dishes rather than them– but it has completely disrupted their brain’s ability to assume accountability.  Instead they transferred that to me (if Mom hasn’t emptied the dishwasher than it must not be ready to be emptied) rather than keeping it with them.

So before you step in make sure you are not disrupting a routine and transferring accountability.  Notice how 9 years of a routine got completely out of whack with less than a year of me stepping in.  Keep accountability with employees and just start helping them with how to create routines they own and follow.

Personal Message from Anne Warfield

Tuesday, September 9th, 2014


Anne Warfield, CEO

Anne Warfield

Wow! Here it’s almost Fall and I am sending my first born off to college and the others are preparing for back to school. To me, it is funny, to think that we spend all these years putting knowledge in to children’s brains and less time helping them build better pathways to deal with conflict, challenges and obstacles that will naturally come their way.

Did you know that your brain learns best through failure? You know we would never think about stopping a baby from learning to walk no matter how many times she fell because we KNOW it is possible to walk.

With obstacles, challenges or conflict you run in to you need to build, for your brain, the confidence that it is POSSIBLE to solve this easily. You want to believe the best intentions and then hold people accountable for living up to those best intentions. This means you call them out when they act in appropriately as you assume their intent is not to act out at you but instead to try and protect themselves.

Today’s situation is all about dealing with that person who walks over others and can make you feel like mush.

By the way, if you work with many people like this, I encourage you to look in to our Managing Your Message Session (there is one in September) so you can get a better grasp at how to message things and manage that person or look in to our Executive Coaching which will focus on helping you build the Executive Presence you need so that you can manage the atmosphere every time you enter a room or a conversation. It is like bringing in your own serenity blanket!

Enjoy the Fall and all the changes it brings. Just like our kids, we should always be putting ourselves back “in school” to make sure we mold, stretch and align our brains to make sure we mold, stretch and align our brains to better deal with an ever changing world.

Successful Team Communication

Friday, March 14th, 2014

Leadership DevelopmentLearn to Communicate Clearly so You Say the Right Thing at the Right Time Every Time!

Have you ever wished you always knew just what to say?

Ever wished your entire team executed under high trust?

Successful Communication starts with Outcome Thinking® – a brain based communication strategy created by Anne Warfield.

Strategic communication is the key to getting your idea’s heard effectively so that people take action on what you say! Our motto is that action creates results.

The first step in communicating with Outcome Thinking® is to understand your true Brain Style. Knowing your brain style will help you create strategic communication that moves people to action.

We have shared these concepts in live training and private events and with advances in technology now we will share these secrets with you via virtual learning, saving you time, money and resources.

Session Date April 24, 2014

12:00 pm CT (1 pm ET, 11 am MT, 10 am PT)

Live Virtual Training: $199

How To Register:  Click Here

Learn More Here:



How To Overcome Resistance From Team When New Leader

Wednesday, July 24th, 2013

executive presenceWalking in to a new team can be exciting and intimidating. So what is the best way to transition so they embrace your leadership style, remain open to ideas and stop resisting change?

Remember to the team you are a powerful unknown–you are the one who can most influence their paycheck. This leads a team to want to “prove” to you their value.

Unfortunately this leads to people defending what has been done in the past, to watching you skeptically and to people not openly sharing the elephants in the room until they feel they can trust you. This means you end up with limited information that is improperly skewed.

So how do you level set the field and open up the dialogue?

1. Openly share your working style.
Since their brain’s natural tendency is to want to protect themselves, they need to know right up front how you work, what is most important to you, and how they can best interact with you. Don’t make them spend months speculating on what you want or need. Take the guess work out by sharing your values.

2. Share a story that demonstrates your style of thinking and working.
One executive I worked with shared with his new team about managing a cucumber patch and how tenacious he was in working that patch. It became the theme for the group when they knew that Ron wasn’t going to give up on something. Another executive, John, shared how when he was newly appointed as a manager the mistake he made, what it cost and what he learned. He then wove that all in to a presentation on his values and expectations. John said that the level of trust it usually took him 6 months to get to, he got within 2 weeks with his new team. This lead to faster productivity and results.

3. Find out what each of your direct reports needs from you in order to perform better and to challenge you when appropriate.
By you asking these questions, it demonstrates your expectations and let’s them know that you want them to appropriately challenge. You create a street of Trust that is two way.

When you use these three simple steps you can drastically reduce the time to build trust and rapport with any new team.

I would love to hear your success as you apply this as well as your stories of what you did to build trust with a team rapidly.

Impression Management Professionals

When The Right Thing Is Said At The Wrong Time

Friday, July 19th, 2013

presentation skillsI love the saying “the outcome of a rain dance is completely dependent on the timing”. Meaning that you will get rain if you time your rain dance with when it is suppose to rain.

Getting results to a tough message is much like a rain dance–the results are very dependent on the timing. Most people will accept feedback if it is accompanied by the following: 1. Trust in you, 2. Faith that you are giving an unbiased fair version and 3. Believe that you have their best interest at heart.

To get the best results you need to have all three factors so the listener will suspend their doubt an truly take in the message you are saying. If you only have two of the three, the listener will weigh what you are saying but may not take it to heart and make changes.

This is why you could have a best friend and a co-worker you don’t like tell you the same thing about you and one you believe while the other you feel is being spiteful.

As a leader you are constantly being asked to give feedback to those that work under you. Make sure, like the rain dance, that you have good timing so the feedback can be taken in the context it should be.

Need to know what to say? Share a situation in the comments and I will offer some ideas on how to handle it as well as other readers will offer insights.

Impression Management Professionals