Author: N. Atchley

It’s not what you know it’s who you know. We all know how true of a statement this is. It is safe to say, many highly successful people come from highly successful people. They are presented with better chances for success, because of relationships they have fostered on their own or through the people they know.  Relationships can put us in rooms that are not opened to everyone with people that are not available to everyone. They afford us the opportunity to make deals that would be almost impossible to make had it not been for the relationship. Not everyone is fortunate enough to be born with relationship equity, therefore, relationships must be built through time and effort.

In the past, work was all about my performance for me. Believing, “I don’t come to work to make friends, I come to work to work, and if I make some along the way, fine”. Some people share in this same ideology and believe that being personable or social at work is beneath them and it is not a necessity in the work environment. This couldn’t be further from the truth, especially if you’re looking for accomplishments that require the involvement of others. As social beings we have a need for people and a need to make connections with others. We are pack animals and it is in our nature to socialize and rely on each other. For these reasons having some level of emotional intelligence or EQ is super important to forge work relationships. 

Can you rely on your reputation to close the deal for you?

N.Atchley

Work relationships may help you navigate your industry regardless of position.  From line worker to project manager, understanding your individual level of social awareness and relationship management  may help you form and maintain helpful relationships built on understanding and trust amongst the people you work with, for and over. You never know what your future holds, nor who you may run into in the future. Consider the impression you leave on people and how that might come back to help or hinder you in the future. Consider the level of respect and trust you have built and if people will be willing to work with you in the future. Can you rely on your reputation to close the deal for you? Remember relationships can very well be the one thing that opens up doors or closes them.

Nicole Atchley, LLC

You ever see upper management start to scramble when people higher than them are coming for a visit? It looks like ants scrambling around, confused after they lose their ant hill. I am always tickled by it. I have seen it the most during my military career, officers of lower ranks get nervous and forget how to talk when they know higher ranking officers are coming around. They start scrambling to make things look the way they think their bosses want everything to look. They change the our normal operations to accommodate the “right” way to do things. Although I have seen this the most during my military career, this is something that I have seen as a city  employee as well and the sight and premises is the same. Directors and organizational heads start to look like brand new employees when the overseeing entity is coming for a visit. The scramble is down right embarrassing.  As someone looking at all this, I wonder why are we getting ready when we should be ready?

When supervisors start changing and rearranging things because someone is coming, it makes me question their integrity as a leader. I wonder why we are not abiding by the standard as an everyday practice. As a leader I know that doing everything as it is written on paper is not always practical. Adjustments must be made based on staffing, equipment, trained personnel, time, etc. Knowing and identifying the lack of resources as well as being able to give a reasonable explanation, can get you a lot further than to have to scramble to make things look “right”. Being truthful and honest when upper management comes around, may get some of the problems or resources you are lacking taken care of. How can they see the problem exists if you continue to cover it up when they come around?

If the reasons for not living up to standard has nothing to do with a lack of resources, then you as a leader need to reevaluate your team and your style of leadership. Ask yourself, “why do I only care when someone higher than me is coming around?”.  Is your work performance only contingent upon who is watching? You should want to set a work environment that requires staff to always do what is required of them. Your environment should be a place where it would never matter who shows up, because your team has nothing to hide. 

Lead by example, set the standard and live the standard!

Nicole Atchley

We should all be familiar with the privileges that come with certain classes of people, be it race, sex, looks or wealth. But have you ever considered the privilege that comes with leadership? Leadership privilege is a real thing and how you, as a leader choose to use it is very important to how you are viewed. Leadership may mean that you go without penalty for something a lower level employee may normally be reprimanded for. You might get away with coming to work a few minutes late, or taking a longer lunch.  You may get away with putting off mandatory training for as long as possible, if there aren’t proper checks and balances. Although no one may say anything to you in these moments, everyone is watching, especially subordinates. They watch the liberties you take, while correcting them for the same behaviors. They watch how you lead with a “do as I say, not as I do” attitude. They hear you say, they too can take these liberties once they get into your position, but for now, they can’t.

I have seen heads of departments, supervisors and military leaders of all sorts take liberties that they would never allow there subordinates to take. Implementing  policies that apply to everyone but themselves and policies that they could never adhere to. I have seen people take the whole day off for an hour appointment but can’t understand a parent having to take off because their child is out of school. Some leaders lead with a complete since of hypocrisy and everyone can see it. This kind of toxic behavior breeds a toxic environment. It puts into question your ability to truly lead. It begs the question, are you in it for the perks or to make a difference in your team? The liberties you choose to take as a leader can create an environment that lacks standards, control and trust.

Leaders using their privilege isn’t all toxic. Some leadership privilege comes from the trust you have built over the years. Trust from your subordinates and from those above you. Some of these privileges you have probably earned before you even came into a position of leadership, because of the trust you have built with those around you. You should be able to use the perks that you have earned without feeling guilty, but make sure that with every perk you use, you put in the work to have earned it.

Using your leadership privilege is like using your sick days, you have to know when to use it and when not to. The military is a great example of this, there is a time to lead by example and there is a time to take in the fact that you have earned the right not to do certain things anymore, because you have done it. I for example will get down in the dirt with my Soldiers and perform whatever task that needs to be done. I know what needs to be completed and the time it needs to be completed in. I can very well sit back and wait for it to get done or I can help them and get it done faster. I can show them that I would never ask them to do anything I would not do myself or I can just tell them. The choice is mine. I have to choose what kind of leader I want to be and how I want them to see me. On the other end I can show them how to be reliant on themselves and there own abilities by choosing not to help them with certain tasks ( because lets be honest if I am doing everything with them, who is doing my work). 

If my Soldiers are in the hot sun and I don’t have anything on my plate at the moment, I am in the hot sun. If I have stuff to do in the office, then my privilege and job requirements, have me in the AC. My time in service, rank and reputation has afforded me the privilege to not have to sweep a floor and empty trash. It is all in how the privilege card is played. Never put yourself in the position to be getting paid more to do nothing. You have responsibilities and they should all be felt with before you take any liberties.

Lead with integrity!

Nicole Atchley

Human capital contributes immensely to the success of any organization. Ensuring that the right people are in place with the necessary KSA’s can make an organization thrive and help with the overall financial success of a company. Aside from making sure the right people are hired (this is a challenge in itself), you have to keep those same people motivated, happy and engaged. As hard as it was to find great people for your organization, it is the organizational leaders jobs to keep engagement up and show that you value and appreciate what they bring to the organization. Your valued employees or your most engaged are the ones that keep the organization going and are self motivators. 

Your most valued employees are generally intrinsically motivated. These are the people that find satisfaction in doing their job and being successful at it. Valued employees know their value and cannot be fooled into being anything less than what they are. The conditions of an organization will not and can not stop them from overachieving. So if someone says, “this place makes me act like this and underperform”, they are not intrinsically motivated. Their performance depends on the conditions given to them. These are not the people I am speaking about. Appreciate the people that thrive on being a hard worker and producing a top notch product regardless of the conditions. 

Managers and supervisors often unknowingly take advantage of intrinsically motivated employees because they know they can count on them without having to dangle something shinny in their face. They become the “go to” person for every job, while the underperforming employees are allowed to coast through the day doing minimal work. Allowing this kind of behavior to go on for long periods of time can turn the valued employee bitter. They begin to feel overworked and undervalued while others can do far less and get paid just the same. Incompetence and laziness should not be rewarded. 

Value your valuable employees and engage your underperforming employees. Identify who is who in your organization and work with and on them accordingly. The Valuable employee will leave and leave a hole in your organization that can only be partially filled with a half version of themselves. 

How do we resolve this issue? Subscribe to Leveraging Motivation, coming soon

Nicole Atchley

Leaders have to set boundaries for themselves. When placed into a supervisory position there is a balance of care that comes with the territory. You have to decide how much you are going to care about your subordinates without crossing the lines of unprofessionalism. Or crossing lines that can be detrimental to the organization. Each person you supervise is a real person with a real life. They are not just another employee id number and position. You should take an invested interest in your direct reports, knowing if they are married; have kids or have kids on the way. The information you should want to know will be surface level at best, but its important in establishing a relationship that shows that you understand there is life outside of work. It show that you understand that everyone is battling the work/life balance.

But boundaries are important, you should not go digging into your employees personal life. You definitely shouldn’t do so for the purpose of using the information against the employee. These are not your friends or your enemies but essentially coworkers that happen to fall under you. The work/ life balance is for the individual to figure out, not for you the supervisor to use negatively. What do I mean? 

Story

I was in charge of 2 teams with a supervisor over each team. One of my direct report supervisors, took some information regarding a member of the other team and decided to dive deeper into the situation. This supervisor took privileged information and began to threaten the employees other jobs and livelihood, in the name of helping him. My direct report did not understand the legal ramifications behind his actions. He did not understand that he had no business talking to this employees, had no business diving deeper into his personal life and no business threatening legal action against him all in the name of helping. 

Some things are just not our business. We as leaders have to set boundaries that give balance to how we deal with our people. I have taken great pride in trying to know my staff, both in an out of the military. I take a vested interest in knowing just enough about those that I serve. Showing them a level of care about them as a person that it brings in the human factor to my leadership style. What I do not do, is mix the personal with the job I need done. Example, I may know that an employee has childcare issues. This childcare issue may get them one excused lateness or absence but it definitely won’t be used as a weekly or daily excuse.  At the end of the day that person is getting paid to do a job and while I understand the situation and can take it into account from time to time, they are still getting paid to do a job. It is my job to work in the best interest of the organization, while taking outside factors into account. 

Some things are just not our business

Nicole Atchley

Influence can be spread positively or negatively, the choice is dependent upon the intent.

Nicole Atchley

At some point a person comes to terms with not getting the leadership position they truly desire. This can be for a number of reasons. Some organizations like to hire new people from outside of the organization to bring in a fresh perspective. For others it may be because they lack the leadership skills or education for the next position. Whatever the reason, you as the employee must decide to stay in the organization or leave. If you choose to stay how can you ensure that you are an integral part of the organization?  

That new supervisor that was hired, doesn’t have all the answers and should not pretend to. They may not be the subject matter expert in your particular department, the way you are.  The easy way out is to talk about the supervisor. To disregard the positive ways they lead the team and the attentiveness paid to employees issues and concerns. You can choose bitterness and or anger or you can choose to lead up.

Leading up is an important part of fostering healthy relationships within a team and adding to mission success. Every person in a supervisory role is not an expert, the experts are the team members that do the job day in and day out. People can display expertise and knowledge in various areas throughout organizations. It is each persons job to play their part and contribute to the overall mission; to achieve organizational goals. Knowing and understanding your value is important when spreading influence across the organization. Influence can be spread positively or negatively, the choice is dependent upon the intent. 

There is nothing wrong with leading and guiding your supervisors to success. Their success is your success and vice versa. Guide that supervisor so that they can be the best version of themselves. Show them the parts of the job that they may not understand and want to learn. Don’t think of them wanting help as a time to make a dig at them, help them. They can be great at leading people but the best leaders know when to allow their subordinates to help.

I have had the pleasure of leading people from various backgrounds and age groups. Being far younger then many I have always leaned on my older staff members to help guide me through situations that their lifelong experiences can help me with. These people didn’t look at me differently because I asked for help, they respected me for it and followed me for it. 

Nicole Atchley, LLC

Having a reputation for the positive is a blessing and a curse. I have spent many years building the reputation that I have when it comes to leadership and training development. I have spent years making myself stand taller amongst my peers in the boys clubs that I have had the pleasure of working in. This of course isn’t the easiest thing to do, I have had to prove myself worthy to be amongst my peers and then prove myself to stand amongst the best of the best. I have had to outshine and outdo so many so that the males around me would take me serious. Because of my efforts, others will give outsiders and newcomers my resume before I have to say one word. They will ensure that when I speak people will listen and not question the truths that I speak. 

A positive reputation that proceeds you, can make for a great transition into a new organization, however it comes with a lot to live up to.  Walking through the door and knowing that everyone already has thoughts about who you are can be scary. You are not sure what was said and what expectations are being had of you so  you walk in a bit on edge. In organizations that a male dominent as a female, you fear that people that perceived as a great leader but a “shark”. That is something that I have always feared, I never had the desire to be feared, only respected for my abilities and what I can bring to the table. 

Understanding how people perceive you as an employee and a leader is an important part in your own personal growth. You have to know where you are, where you have been and where you are going, but it has to be seen also through the eyes of others. With a combination of introspection and intraspection leaders and employees can grow into a reputation that you supersede. 

Nicole Atchley, LLC

With a combination of introspection and intraspection leaders and employees can grow into a reputation that you supersede.

Nicole Atchley

Making the best when working for the underserved communiuty

It takes a special kind of person to work in a profession that demands you to consistently think about others. Putting the needs of others above your own is the cornerstone of being of service to those in need. When I worked with at-risk youth, I would often ask potential employees why they wanted to work in youth development. Most would say they wanted to give back to the community or they were once an at-risk youth and know how important this work was. But the real question is, were they being truthful?

I often believed that for some the money, which for some was not much, motivated them to apply for the job. For others it was a matter of power when they had no power at home and others really wanted to help the youth. In order to be successful in this industry you have to find something that connects you to the job. 

If supporting your family is your motivation, there is nothing wrong with that, but use that motivation to drive you to do the job well. No one wants to give overtime or special assignments to a person that doesn’t perform well. It will be harder for you to get promoted if you have no interest in learning the job. If your supervisors sense that you do not care about the people you are charged to care for, they will limit the access you have to them because you are a liability.

Use your “motivation”, to set small goals that will get you to the financial place that you desire to be. Take advantage of every training opportunity, volunteer for positions that will make you an asset to the organization. Make sure that the people you are charged to care for, know you care. This doesn’t mean you have to be a bleeding heart and do anything that makes you inauthentic, but give the clients what that deserve, especially if you are working with underserved youth.

Finding what motivates you and using that to keep you propelling forward is key to surviving an industry that can be mentally draining.

Nicole Atchley LLC

If supporting your family is your motivation, use that motivation to drive you to do the job well.

Nicole Atchley

Throughout my career I have watched leaders have an expectation of their subordinates  to follow them blindly. They expect loyalty at all cost without  actually putting in the work to gain the loyalty. Far too many people  believe that receiving a title earns them respect and admiration that so many have earned. They think that the title in itself entitles them to people respecting and following them.

You cannot lead from a sense of entitlement because you are in fact entitled to nothing. No one has to respect you, no one has to listen to you, no one has to show you any form of loyalty, no one. A good subordinate will give respect to the title but not the person and others will respect nothing, if you are an entitled leader.  The respect and admiration of subordinates needs to be earned. 

As subordinates are expected to work for the leader, there  is an expectation for the leadership to do the same. Like the chicken and the egg, what comes first, the actions of the leader or the led? It is in my opinon that leaders must show their worth to their subordinates first in order to gain the type of followership that is desired. When you take over a position of leadership you are now being evaluated by the staff, they want to see what you are planning to do with your new found power. What changes are you going to make, are you going to introduce yourself, set expectation, what?

Because you are not entitled to anything it is best that you ask the staff what their needs are because in essence you work for them. Plan how you are going to lead this group of individuals with the professional needs of the staff in mind. This doesn’t mean to roll over and do whatever they think is needed, it means understand them and make the necessary adjustments that will help them better work for you. Followers want to know that the leadership cares about them. They want to know that although there is a job that needs to be done, they will look be looked out for.

I have been both the leader and the led and there is nothing that I hate more than for someone to take over a position and to: 1) not introduce themselves  2) not set their expectations and 3) not ask what is expected of them. These people come in and just start barking orders, “Hey guy, slow down and tell us who you are first.” When you introduce yourself and you methodology, you set yourself up for productivity and will in essence have a successful team. Take the time to meet each other, because once again the subordinates owe you nothing and you are entitled to nothing so earn it.

By. Nicole A

Subordinates owe you nothing and you are entitled to nothing so earn it.

Nicole Atchley

I am so happy to have started this blog. I’m Nicole Atchley, I have lived a life where leadership roles have been evident since I was 14. My leadership journey began when I was enrolled in the JROTC program in high school and it was there that I began to realize that some people are born leaders, some are made and others, well they should stick to following. It was there that I saw, there are people put into positions that are undeserving, untrained and unprofessional. It was also there where I saw people with natural born leadership skills, that can get people to follow them anywhere.

When I joined the Army Reserves, it was in Basic Training that I accepted that I had the natural ability to lead. It didn’t matter what I did to stay out under the radar, people gravitated towards me. People were constantly asking me to teach them, train them and would follow my every lead. As much as I tried to tell people no, I couldn’t help but to guide them and help them know the things that I knew. Throughout my Army career I have learned so much about leadership and have taken these lessons to develop myself into a leader that I would be proud to follow. The Army taught me that leaders at all levels need training and it is an essential part of their development.

Early in my Army career I was deployed overseas ( this was back in 2004), upon my return I was encourage to take the NYC Correction Officer test. I took the test and passed. I became a NYC Correction Officer, where of course I was forced into leadership in the Academy and was annoyed by the lack of leadership development when I got out of the Academy. As a Correction Officer I had to work under supervisors that were promoted because they passed an exam, not because of competence. They were not put in these positions based on their ability to lead, train or effectively manage a housing area, they were promoted based on their ability to remember policies. These supervisors lacked the ability to effectively lead officers. The ones with natural abilities and prior military experience often did well, while others were terrible at their jobs. I couldn’t believe that an organization with such an important job lacked the foresight to ensure that those chosen to make life decisions were so poorly prepared to do so.

Naturally I didn’t stay a Correction Officer, after 6 years I had moved on. During that time I became an Army Reserve Drill Sgt, a Combatives Instructor and trained thousands of deploying Soldiers. I was pretty done with the unprofessional and under trained supervision of the Dept. of Corrections. I ended up working in youth development and ran into many of the same issues. People lack the ability to lead and it is not always because they don’t want to be better leaders, but it is because they lack the training. This is where I come in, I want to lead and train people to be better versions of themselves so that they will have better prepared and more productive staff, it’s all about Perspective.

Come on this journey with me. Leaders lead from the rear, because they can see everything that is around them. They can see where the team is falling short, the strengths and the weaknesses. From the rear you can see the whole picture and make necessary adjustments. Of course we always hear the term, “LEAD FROM THE FRONT”, that is more about setting the example, and will always be the case, but if you always stand in front of your people, you will never know what is going on behind you.

By: Nicole Atchley

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all abut growing others.”

Jack Welch