Sometimes it’s almost impossible to understand things people do and why.

These may be actions taken or even glaring omissions. Some behavior just seems unforgivable.

When you glimpse inside most families many such events are often visible. But sadly, equally incomprehensible behavior is often present in the workplace, too.

The more shocking or radical the act, the more important it is to understand and/or correct.

Many times our superficial observations offer insufficient clues. And worse, reports and surrounding insights available do little to explain an event or illuminate its root cause.

When I’ve run into such circumstances in the past I’ve always found one piece of homespun wisdom invaluable in getting me to the heart of the matter.

Many years ago I learned the expression, “All bad behavior is based in insecurity.” I originally heard this from a seasoned manager. I’ve never really convinced myself of its true origins; but no matter.

Perhaps you have seen more recent, interesting variations and derivatives of this theme:

• “The hallmark of insecurity is bravado”

Brandon Sanderson

• “Most bad behavior comes from insecurity”

Debra Winger

• “I’m interested in the fact that the less secure a man is, the more likely he is to have extreme prejudice”

Clint Eastwood

I still prefer my original version when I’m faced with insufficient facts to explain unfortunate events. It causes me to look from a different angle and quickly perceive the likely root of bad behavior on display.

All people have insecurities. It is the nature of being human.

So inevitably, we should expect everyone will exhibit bad behavior eventually.

When an individual makes such an exhibition (or alternatively fails to take proper and expected action) their insecurities are invariably on show.

If you approach deciphering a confusing behavior with this in mind it will cause you to ask:

• “What is the insecurity that explains this person’s action?”

Likely candidates invariably spring to mind, even more so the greater your existing knowledge of the individual.

The worse the behavior, the more glaring is the insecurity. Just step back and look. Once you spot the insecurity past events are explained and future sensitivities can be managed.

Understanding someone’s problems enhances your ability to empathize and provide practical support if it’s required. At the very least your enhanced awareness allows you to better adjust your own relationship appropriately and advise/guide others.

So, the next time you see bizarre behavior for no apparent reason. Step back. Look for the insecurity. You’ll generally find it in full view.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Everyone can teach you something. I’ve always held this as a core belief.

Everywhere you go you meet people who offer insight into things of interest and/or value.

There’s always downtime whether you’re traveling, at a conference, arrived early for a meeting, attending a dinner party, or just waiting in-line. You don’t always want to be checking texts, messages, e-mails, reading a book or watching a screen. So, why not engage someone in conversation?

From a superficial viewpoint not everyone might seem that interesting. But everyone harbors insights you don’t possess.

We’re not all extroverts or people-persons, yet there are opportunities all around us to learn more from and better understand others.

When you first enter a conversation the points of interest are often not always apparent. You need to ask-listen, ask again, and then listen more. Eventually something emerges that piques your interest, or at worst you learn a new perspective on life. There hardly seems any downside.

Dale Carnegie’s secret to being a great conversationalist was simply this ask-and-listen method. He’s storied as spending one evening speaking with a particular lady who proclaimed him the world’s greatest conversationalist. In fact, by his own words all he did was to simply ask questions and let her talk. Most people love talking about themselves.

Personally I’ve enjoyed many fascinating hours throughout my life learning details of people’s work, challenges, ideas, aspirations, lifestyles and fears. My worldview is as much formed by this as endless hours of hands-on business, reading, researching and just living day-to-day.

Engaging others is a part of life, both in satisfying your curiosity and in solving problems.

In the workplace, most answers you need are available for the taking. It’s a matter of simply asking and listening. The value is there for you to evaluate, then take or leave. And let’s face it if you offer an empowered environment where you’re available, then people will speak out; when unjudged they’ll freely offer you their very best thoughts and insights.

Valuable ideas don’t always come from the expected places. Great insights can emerge from anywhere in an organization. They are commonly not the inevitable and personal output of the VP of this, or CEO of that.

It’s the same outside the workplace. I have to admit I’ve loved gleaning perspective and knowledge volunteered by folks ranging from chairman, through CEOs to house cleaners. Most of us are naturally curious and it’s amazing what information such diverse characters can provide, if you’ll let them.

Things we learn and practice don’t show up just before we need them. Rather they are learned over time, sometimes decades. Those snippets gathered today may provide invaluable foundations to challenges we face in the future.

For instance: you might learn a particular corporation’s perspective on a legal matter today, yet not apply that knowledge until years later. Or, you may never use those specific facts, but rather assimilate their broad significance into your general understanding of such organizations for future reference.

It’s much the same with the more mundane. You might eat up facts about sports and professional athletes; perhaps you just like to trot this information out as part of your favorite talking points at social events?

Such information is all good. If it interests you, gather it in. Even if it’s dull, but you might need it later, then suck that up, too.

Just remember, that person sitting right across from you might possess the very insight which may prove golden in your future. So, try it out and engage.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

There are well-studied and documented characteristics considered common to great leaders.

These generally include, but are not limited to having:

• A well-defined Vision
• Achieved Major Results
• Strong Communications
• The ability to Inspire and Motivate

and, such greats are invariably Articulate.

In addition to such characteristics top leaders often demonstrate considerable skill-sets, which include:

• Delegating
• Problem-solving
• Planning
• Organizing
• And a dozen more. See my book, here.

Yet there is one Quality that I feel provides a fundamental foundation to truly top leaders. It is the bedrock upon which many have built. This is Integrity.

Integrity sits at the core of many truly great cultures, large or small. Where this exists it can permeate behavior and belief at every level.

Boards and executive staffs can more readily foresee direction and decisions. Inevitability pervades many situations, in a good sense.

Where integrity is left wanting the personnel fall into a few basic categories. Those that:

• Accept lower standards and think this is normal

Who can really trust or want to work with these folks?

• Want to escape and do

And so further diminish the last vestiges of this quality.

• Feel (or are) trapped in the circumstances

They will often resent or even fear their workplace.

The benefits of having integrity central to your culture are many.

An environment of integrity lightens everyone’s load. The workplace feels inherently more Secure, Dependable, Safe, Welcoming, Trustworthy, Supportive, and more.

In addition, customers more readily learn to trust suppliers from such cultures. It is easier to build relationships. A sense of fair play and justice pervades all transactions, making partnerships and win-win resolutions more central to business; efficiencies abound.

Integrity is not a thing of convenience. It cannot have two faces. It exists, or it does not.

Should you already work in such an environment, enjoy the privilege(s). If not, do your part to infuse the quality and surround your position. After all, you can still enjoy many of the personal benefits of reputation, described above.

And if you lead many and strongly influence culture, you have an opportunity to build something truly worthy, through your integrity.

Before anything succeeds, someone must believe.

A successful person, leader, product, cause or any entity is created and born through belief.

And this is especially relevant to an individual’s career. No significant leader ultimately lacks belief in their self. It might appear that anyone can possess such self-assurance. Yet, this is not what we see.

Enter any room or gathering of business professionals and you will typically find very few individuals that truly stand-out and impress. This is often even after an exchange of many perfunctory words and discussions over an extended period of time.

In industry, leaders tend to coalesce around tangible products, business models and ideas. Focus your discussions in this same room (as above) on one such topic and a real leader will often quickly emerge. They will offer passion, insight and vision surrounding the subject. So now you’ve found a potential leader; someone who is thoughtful, forceful and articulate on this particular subject.

The outward expression of such confidence is fueled by self-belief; belief in one’s own knowledge and thinking. In some senses confidence and belief offer a chicken-and-egg scenario. Which precedes?

In my mind what should come first is self-belief. This can be achieved through hard work, study, natural demeanor, experience, or pure intellect. But this belief will ideally take precedence in helping a leader step forward.

Confidence should not be overbearing, nor built on weak foundations. Nevertheless it should slightly lead true understanding and spur on the individual, not lag and hold them back. This might cause some overreach, but rather this and occasional careful repair, than otherwise diminished progress.

It is hard to believe in yourself and step forward unless you have passion for what you undertake. This passion fuels your energy and interest as a basis for growth and understanding.

Circumstance and opportunity bring forth leaders. If there’s no visible victory to be had, cause to be championed, nor crisis to be addressed, how can great leadership skills even be that noticeable?

There are many opportunities for leadership in life. They exist in business, industry, service, politics, the military and religion. Great world leaders emerge from the nexus of major prominence, opportunity, events or importance.

Business is much the same. If you’re involved with an area in which you are passionate and it offers real growth potential, the sky can be your limit. But you still must lead with confidence, passion, vision while clearly and simply articulating your cause and ideas. And, all this should ultimately be built on solid foundations that include the ability to make your cause relevant.

Here’s to you finding and establishing your own, personal leadership niche!

Individuals, entrepreneurs, inventors and company execs alike all dream of producing great products and generally, those of mass appeal.

These products can be services, physical or intangible entities, widgets, games, applications and more. Their form can be diverse but their viability must be certain.

Everyone sells something and has competition in different forms. Yet intriguingly, the characteristics of a successful product remain somewhat universal.

Despite their use of detailed market analysis, I have surprisingly often seen even respected experts fail to review the basic nature of their product proposals.

It doesn’t matter what industry you’re in or the nature of your product, a real winner for customers will normally rank high in, and be:

• Simple. Appropriately Easy to Use and Apply
• Familiar. Works with Existing Structure/Low Training need(s)
• High-value. Actual or Perceived Value/Performance is significant
• Low cost. To Use and Adopt/Buy relative to Alternatives
• Available. Can get it Predictably, when Needed. Readily Accessible
• Appealing. To Purchasers and Users, by its Nature or Novelty

Now, not all successful products score home runs on every item on this list. No matter, they typically need to be the best relative to competition. And, any real deficiencies should be readily mitigated by complementary offering(s).

By reviewing your product and the competition relative to the list above, you can highlight your liabilities and refine your offering.

If your planned product scores high across the board, you likely have a true winner. As long as it stands out relative to the competition, you’re ahead of the game.

However, let’s not delude ourselves. Selling what you have presents another set of challenges. Your ability to successfully introduce and sell a product (regardless of how explosive is its potential) is affected by:

• Market size
• Your Company/Business size/market muscle/resources
• Sales Channels available
• Market Maturity/flexibility
• And, much more.

So even if you have a potential winner, be realistic about your ability to capitalize on it with actual sales in the required timeframe. Introduction dates are unforgiving so perhaps investment, partnering, or even a technology deal/business sale is advisable?

In any event always check your product’s potential against the criteria, above. It’s quick enough to assess if you’re onto something big, or just dump a weak idea early and move on. Use more than luck and gut-instincts when picking those winning products.

Here’s wishing you the best with your product plans!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Ever make a seemingly simple request of a colleague or subordinate that went oh-so-wrong? And worse still, it actually created knock-on problems.

Ever respond to a verbal request from your boss only to be greeted by a “you did what” reaction? Similar events happen to us all.

The large majority of communications in our day are simple and oral. The sheer number of such interactions can sometimes mask the criticality and/or urgency of a request. It’s just so easy for things to go wrong.

I’ve personally used a simple trick to minimize such liabilities for many years. But before delving into this approach, consider why things can be misunderstood. Issues that corrupt verbal communications include:

• Language and cultural barriers
• Vocabulary
• Assumptions
• Completeness/Availability of information
• Training
• Education
• Ambiguities
• Conflicts
• Priorities
• etc.

The list seems endless.

Well, if there’s so much risk and it’s an important matter, why wouldn’t we just write it down; codify the request?

On many occasions this just doesn’t seem appropriate. It can even sometimes appear insulting to the recipient. And often, there just isn’t time or opportunity to literally spell it out.

What I’ve always done in these situations has become a way of life for me. I just repeat myself. It’s simple, effective, quick and when done with thought it can be a lifesaver andtruly considerate.

When you make that first request it’s a simple outline of your need. The Repeat clarifies what, when, extent and time involved as appropriate. Don’t belabor the Repeat, it’ll drive folks crazy. Be sure to rephrase and supplement when repeating yourself, yet remain as brief as possible.

Most importantly, the Repeat should give the listener the chance to verbally confirm theygot it and ask any immediate concern they might have; if necessary include how to reach you if they have further questions, later.

This whole methodology is hardly rocket science, yet proves itself much more reliable than just passing an obscure one-liner verbal request which is often subject to the vagaries (and more) of the list provided above.

This simple method applies universally in the workplace, outside, with friends and at home. Inasmuch, it has broad application and profound value.

Realistically you don’t want to be the person who always repeats himself/herself. It’s a dull and dreary label. But if you do this simple repetition with the aforementioned thoughts in mind and a pleasant tone in your voice, folks will learn to appreciate the effort and consideration you show.

Let’s face it; who wants you to send them on ambiguous errands with the high likelihood of receiving a failing grade!

After years of applying this trick I’ve found myself dodging a lot of unnecessary problems. More than this, I believe that not employing the technique is simply asking for trouble.

I developed a rule of thumb for repetition. It’s just a simple guide I like to remember. Basically:

If you state a request ONCE

you’re asking for trouble. The recipient is invariably blindsided with little time to orientate, think or ask questions. A one-shot request can often appear like an order; a little dictatorial. And of course, there is no engagement. Also, often too much or too little information is forced at one time.

You state TWICE

and you will avoid a lot of problems and frustration for yourself and the recipient of your request(s). You create an opportunity to briefly engage/discuss. This is an engagingapproach. However, if something CERTAINLY doesn’t need to be repeated, then DON’T.

State THREE times

and you’re asking to get labeled. Honestly, it does seem pretty mindless to routinely keep repeating yourself. The recipient might feel demeaned or untrusted, too.

If you state something FOUR times

there’s probably a spot for you in a Jerry Springer (or equivalent reality) daytime TV show!

Sometimes this ASK TWICE approach naturally unearths the fact that you’re making a request that’s more complex than can be done safely, verbally. Even if you’re in a hurry, accept it just won’t work and recognize you still have many alternatives:

• Stop and spell-out your request correctly and more completely, right then
• Say something like,” My mistake, this isn’t going to work this way; sorry, let me get back to you in a more reasonable manner.”
• Just pick/agree a time to review the request more closely.
• Etc.

The point is that when a request is ultimately not viable through a convenient verbal approach, accept that fact, pick another approach and save everyone the unnecessary pain of a likely-bad outcome.

So, just as I already said above:

Often, if you say it twice you will avoid a lot of problems and frustration for both yourself and the recipient of your request(s).

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

We’ve all read and seen the characteristics of great leaders. Typically they inspire, share a vision, motivate and communicate well.

Great leaders also take care of their people. But what does this mean?

I have seen many exceptional executives and managers that are personally well-recognized, yet by no means are they all truly employee-friendly. And let’s face it, if you want people to be there for you, it’s prudent they know you’re looking out for them.

So what are the specific actions of leaders who take care of their people? Consider these dozen pointers as a sound basis:

• Discover personal needs and aspirations

Begin by understanding what your people need. What’s working for them, what isn’t? What can you do to help them better succeed?

Solicit their unspoken ideas. Often such insights are profound.

The answers invariably already exist; just ask for them in an unintimidating way. And,always follow up and get true closure on related discussions.

• Do the basics

Ensure pay is industry and position-appropriate and consistent relative to contributions.

Get people their reviews on-time and make sure they are always operating with clear, agreed and up-to-date goals.

Keep ongoing communications sufficiently fluid that review-time contains few surprises, but rather documents a common understanding.

• Empower those capable

Be sure you delegate to those who are ready. Hand out challenges of projects and authority where people are stretched, yet can grow and develop.

Provide adequate framework and support to keep folks on track without excessive intervention. Adjust and grow from any of their minor failures and make sure time, people and essential resources are available to ensure success.

• Reward and recognize

Reward successes and call out people for doing a good job.

Money is not the greatest motivator, but still has a role.

Promote only those recognized and deserving.

Be sensitive to more private individuals as/if/when you outwardly recognize their achievements.

• Celebrate successes

Parties, events and communication meetings are all places to celebrate success. Ensureeveryone is involved in recognizing and enjoying positive results.

Don’t overlook either participants or contributions and always be evenhanded with praise and rewards.

• Actively enable open communications

Sit down with your people regularly and avoid constant resets or delays in scheduling. Make it clear that these discussions and events are important to you and valued.

Communication meetings with your groups should be on standing schedules. Throw in ad-hoc, spontaneous gatherings as and when opportunities or needs arise.

Encourage two-way discussion whenever practical.

• Share information

Ensure you’re open and expansive with what information you share.

Let everyone know what’s going on and why. There is always need-to-know information, but it’s surprising what can be shared with groups and individuals. If in doubt on a given point, check.

Sharing is for both group meetings and one-on-ones. Listen to what others offer in return, but actively avoid creating an environment for gossip.

Be sure you inform people of what they need (practically and emotionally) to know.

• Encourage cross-pollination

Always take actions and communicate your willingness for individual, group and divisional sharing and collaboration.

Make sure your organization is willing and open, never acting like a closed-off silo.

Look for project, meeting, show-and-tell opportunities that have value for your people and facilitate productive results, collaborative dialogue and cross-pollination at multiple levels.

• Facilitate access to training

If something is going wrong with individuals or groups and the root cause is inadequate training, it’s on you to get this corrected.

If someone wants or needs training relevant to their job or career, support this whenever possible.

A few dollars and work-hours invested here and there can go a long way to upgrading a situation and motivating those involved. Just be evenhanded (if not identical) in your treatment of those participating and/or interested.

• Develop replacement plans

Every organization has key positions and contributors. Take care to have a managed and up-to-date plan to cover personnel losses and liabilities.

Whenever possible actively invest in developing those critical replacements in the organization and for yourself.

And as soon as the time is right you should generally let worthy candidates know when they are being groomed.

• Talk with people

Schedules and deadlines fill our days, but strong leadership requires plentiful dialogue. This takes time.

Make time in your day, week and month to informally collide and chat with people in your organization and across groups.

Keep dialogue inquiring, productive and positive. Look for ideas and seek out problems. Again, avoid anything resembling gossip or that might be mistaken as meddling or political.

And above all always follow up and get all closure that’s required.

• Get people engaged

At the end of the day when you follow the pointers above, employee engagement should be a result you receive.

Engaged workers are happier, achieve more, collaborate better and are highly motivated.

Any even-handed, systematic plan or professional action you take to get folks engagedcan be a winner.

The list above provides a great foundation from which to take care of your people.

The better you invest your time and effort into people, the stronger you will become both asa person and a leader.

So, here’s wishing you great results and success with all of your investments!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

I just read a credible article that advised how to manage your fear of failure. Interesting stuff, but really only useful if you actually have that fear. I don’t, and I suspect that’s not so unusual.

On many issues or with different behaviors we all tend to lean one way or another; introvert versus extrovert, action versus thought-centered, open or closed to new ideas and so on.

It really often doesn’t matter if these tendencies are caused by genetic condition or learned response (or both). And as the years go by our individual propensities are typically subject to little change.

Frankly, I can’t ever recall being afraid of failing at anything; not ever. It seems this must be a useful bias that has served me well over the years.

Focusing on plans and action with an expectation of a positive outcome materially alters your plan-of-attack. It generally causes you to strategize for the positive outcome rather than hesitate or worry about liabilities.

However, this shouldn’t mean you act with abandon and ignore risk. On the contrary, liability should still be considered; even perhaps operating from the familiar belief that only the paranoid survive.

Many leaders and athletes are also motivated by the desire to not lose. This too presents a similar dichotomy; it’s not about winning, it’s about absolutely refusing to lose. Again, such a mindset will affect your strategy and actions.

Operating without fear of failure removes exhausting worries and unproductive trains of thought. It is materially empowering, energizing and sustaining.

If you too are normally strongly motivated by a belief in your ultimate success, just be sure you watch your own back, and:

• Check and Investigate

Never throw caution to the wind. Expecting success doesn’t mean you shouldn’t always Plan, Check Liabilities and sufficiently Investigate Unknowns.

There is often something lurking that can foil the best-laid plans.

• Adjust and Head-Off

Things invariably change. Be proactive and thorough in heading-off liabilities. In all cases adapt, adjust and move forwards.

There will be occasions where goals must be revisited. Never hold up if you need not, but don’t continue blindly into unmanaged threats.

• Ask and Listen

You may have the best gut instinct on the planet, but others too have ideas, eyes and ears. Tune into your network to gather other opinions and insights. Ask questions and listen more than you talk.

Obtaining multiple views of issues from different perspectives (investors, peers, mentors, subordinates and bosses) enhances your ability to avoid obstacles and remove barriers proactively.

Gather sufficient information to prudently secure your plans, not needlessly all that is available.

• Celebrate Successes

When accustomed to winning and achieving expected results you can become complacent to the broad and deeper needs of both yourself and others. Be sure successes are acknowledged and celebrated.

Both you and (especially) your team need to enjoy each noteworthy victory. It is healthy to indulge the moment while simultaneously establishing momentum for the next challenge.

• Get Value from Misses

Occasionally things don’t work out as we plan, or they take surprise turns. Should this occur, review the positives achieved and learn from them for future. Negatives will similarly take their place in your repertoire of experience.

Extract value from the journey and feed on these lessons later on.

If you don’t fear failure you can wield a real advantage. Just be sure your positive expectations are properly managed and fully-supported in helping you secure the desired goal.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh