Ok, so you have an awesome product and service and you’re ready to market it. Sounds easy, right? Even with 20 years of advertising & marketing experience under my belt, I still was not prepared when it came time to market my own consulting and coaching business.
Sure, I executed a zillion strategies for multi-channel marketing organizations and I know how to make someone else’s product look good and sell but why do I get so stuck when trying to market my own services?
To help all you independent small business owners like me, I have provided some strategies and tips that I’ve learned over the years:
First, you must have a positive and empowering attitude! Thanks to the Best Year Yet® program, I transformed my mindset from one of “I don’t know how to sell”, “Why would people want to listen to me”, “They don’t want what I have to offer” to a motivating mindset of “ I have a valuable product that customers want”. It’s up to you, you either get lost negativity or you can align your attitude with the actions you want to achieve. With this as a foundation, you can begin planning a business that will support you, your goals, and your future.
Second, you must have a marketing strategy and a plan of action! Determine the vision of your business and develop SMART goals to focus on for the year. Ensure that goals are Specific, Measurable, Attainable, Relevant and Time-bounded. In order to achieve goals by yearend, identify the monthly and even weekly milestones needed to accomplish your goals.
Know your product inside and out! You have already established a vision for your business; now make sure you have a clear picture of your product(s) and service(s).
• What does it do?
• What are the benefits to the customers?
• What problem does it solve?
• What are the proven results?
• What makes your product different from the competition?
• What is you price+value equation?
• What is your selling price?
Develop and be your Brand! Determine the perceptions, feelings and thoughts you want others to have about you, your products, your business. Develop your unique selling position. Ask yourself what you have that is different and more valuable than the competition.
Create effective communications! Market your business using communication materials that appeal to the needs and desires of your target audience and establishes your credibility. This includes your website and other branded marketing materials.
• Look and feel should reflect your brand identity
• Ensure your message is clear and concise
• Focus on benefits to the customer
• Speak the language they understand
• Use keywords they are searching
• Provide expert information and educate them.
• Use impactful visuals they can relate to or aspire to be
• Use a strong call-to-action based on objective of the piece
Yes, target! Identify the kind of customers or industry you want to work with and market to them. This niche approach will focus your efforts. In most cases the foundation of your business is rooted in something you know well and in which you already have some expertise. In my case, I have years of experience and connections in the direct marketing industry; therefore my target is marketing/creative teams. Educate yourself on how your customers think. Familiarize yourself with their challenges, opportunities and issues they are facing. Customize products and services to meet their changing needs. Listen to customer feedback and tweak your offering to ensure customer satisfaction. Also, use positive testimonials to communicate to others the power of your product. Invite happy customers to share their positive results with friends, colleagues and family. Remember, your best customers have value behind the initial sale. Be sure to also thank them for referrals and loyalty.
Find Your Market! Now you ask, where do I find customers? You need to be where they are. Yes, that does include the dreaded “networking”. If you’re like me, you rather stick a sharp needle in your eye, then go out talk to people you don’t know. Get over it! It’s time to embrace your audience and have fun. Shift that negative mindset to “I love networking because my customers are eager to learn about my service.” Get that 30-second commercial ready and use it. But first listen and ask questions of others. Learn about their business and ask how you may help them.
In today’s world we also must network through social sites like Linkedin, Facebook and Twitter. If you’re not set up with one or all of these accounts, get set up and start tweeting! Build your network, friends and followers. It’s an easy way to get and deliver messages, get people to know who you are and what you do. You can even advertise on these sites.
Explore various ways to meet prospects and find what works for you. I attend chamber, association meetings, and specific industry events whenever possible. I also volunteer my services as a way for colleagues to get to know me and see the value I offer. Build your reputation –it’s your brand.
Another piece of advice, follow up immediately whether that be a “nice meeting you” email, a linkedin invitation, or an invite to have coffee and learn about each other’s businesses.
Share your passion and get them to experience your product! Create an opportunity for your prospect to experience your product. Give them a “taste”, a trial, a free service. Any opportunity to connect and be in front of your target market is a chance for you to show them how much you believe in your product. Every touch point is an opportunity for you to develop the relationship and paint a picture of how your product can solve their problem. Share your expertise through stories, testimonials, articles, whitepapers, blogs, and other educational materials etc. Be a guest speaker at an industry specific event and provide some give-aways. We all have different styles and approaches that suit who we are. Just remember to be authentic and real.
Develop a prospect list and track your progress! Starting a business and developing a prospect list at the same time can be difficult so remember to leverage relationships you already have to cultivate new prospects. Your friends, family or past business associates may not be in need of your services now, but they may have a friend or business associate that does.
Not all prospects are equal. Some are worth more effort than others. Consider rating them “A-C” from high interest to casual interest. Once you know where all prospects stand you can determine the best way, frequency and length of time to contact each. Track each contact and where your stand in your sales cycle.
Test various approaches! Marketing is all about testing. After sending a mailing, doing a sales presentation or what ever part of the process you are not getting the results you want, evaluate what worked and what didn’t work to create guidelines for your future marketing strategies.
Go ahead start marketing like a master!
Tuesday, October 5, 2010
Thursday, September 9, 2010
The Credo of an Empowering Manager
Looking for real management advice about people? Your goal is to create a work environment in which people are empowered, productive, contributing, and happy. Don't hobble them by limiting their tools or information. Trust them to do the right thing. Get out of their way and watch them catch fire.
These are the ten most important principles for managing people in a way that reinforces employee empowerment, accomplishment, and contribution. These management actions enable both the people who work with you and the people who report to you to soar.
1. Demonstrate That You Value People
Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person's unique value. No matter how an employee is performing on his or her current task, your value for the employee as a human being should never falter and always be visible.
2. Share Leadership Vision
Help people feel that they are part of something bigger than themselves and their individual job. Do this by making sure they know and have access to the organization's overall mission, vision, and strategic plans.
3. Share Goals and Direction
Share the most important goals and direction for your group. Where possible, either make progress on goals measurable and observable, or ascertain that you have shared your picture of a positive outcome with the people responsible for accomplishing the results. If you share a picture and share meaning, you have agreed upon what constitutes a successful and acceptable deliverable. Empowered employees can then chart their course without close supervision.
4. Trust People
Trust the intentions of people to do the right thing, make the right decision, and make choices that, while maybe not exactly what you would decide, still work. When employees receive clear expectations from their manager, they relax and trust you. They focus their energy on accomplishing, not on wondering, worrying, and second-guessing.
5. Provide Information for Decision Making
Make certain that you have given people, or made sure that they have access to, all of the information they need to make thoughtful decisions.
6. Delegate Authority and Impact Opportunities, Not Just More Work
Don't just delegate the drudge work; delegate some of the fun stuff, too. You know, delegate the important meetings, the committee memberships that influence product development and decision making, and the projects that people and customers notice. The employee will grow and develop new skills. Your plate will be less full so you can concentrate on contribution. Your reporting staff will gratefully shine - and so will you.
7. Provide Frequent Feedback
Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of feedback is reward and recognition as well as improvement coaching. People deserve your constructive feedback, too, so they can continue to develop their knowledge and skills.
8. Solve Problems: Don't Pinpoint Problem People
When a problem occurs, ask what is wrong with the work system that caused the people to fail, not what is wrong with the people. Worst case response to problems? Seek to identify and punish the guilty.
9. Listen to Learn and Ask Questions to Provide Guidance
Provide a space in which people will communicate by listening to them and asking them questions. Guide by asking questions, not by telling grown up people what to do. People generally know the right answers if they have the opportunity to produce them. When an employee brings you a problem to solve, ask, "what do you think you should do to solve this problem?" Or, ask, "what action steps do you recommend?" Employees can demonstrate what they know and grow in the process. Eventually, you will feel comfortable telling the employee that he or she need not ask you about similar situations. You trust their judgment.
10. Help Employees Feel Rewarded and Recognized for Empowered Behavior
When employees feel under-compensated, under-titled for the responsibilities they take on, under-noticed, under-praised, and under-appreciated, don’t expect results from employee empowerment. The basic needs of employees must feel met for employees to give you their discretionary energy, that extra effort that people voluntarily invest in work. For successful employee empowerment, recognition plays a significant role.
“The Credo of an Empowering Manager” by Susan M. Heathfield (edited)
These are the ten most important principles for managing people in a way that reinforces employee empowerment, accomplishment, and contribution. These management actions enable both the people who work with you and the people who report to you to soar.
1. Demonstrate That You Value People
Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person's unique value. No matter how an employee is performing on his or her current task, your value for the employee as a human being should never falter and always be visible.
2. Share Leadership Vision
Help people feel that they are part of something bigger than themselves and their individual job. Do this by making sure they know and have access to the organization's overall mission, vision, and strategic plans.
3. Share Goals and Direction
Share the most important goals and direction for your group. Where possible, either make progress on goals measurable and observable, or ascertain that you have shared your picture of a positive outcome with the people responsible for accomplishing the results. If you share a picture and share meaning, you have agreed upon what constitutes a successful and acceptable deliverable. Empowered employees can then chart their course without close supervision.
4. Trust People
Trust the intentions of people to do the right thing, make the right decision, and make choices that, while maybe not exactly what you would decide, still work. When employees receive clear expectations from their manager, they relax and trust you. They focus their energy on accomplishing, not on wondering, worrying, and second-guessing.
5. Provide Information for Decision Making
Make certain that you have given people, or made sure that they have access to, all of the information they need to make thoughtful decisions.
6. Delegate Authority and Impact Opportunities, Not Just More Work
Don't just delegate the drudge work; delegate some of the fun stuff, too. You know, delegate the important meetings, the committee memberships that influence product development and decision making, and the projects that people and customers notice. The employee will grow and develop new skills. Your plate will be less full so you can concentrate on contribution. Your reporting staff will gratefully shine - and so will you.
7. Provide Frequent Feedback
Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of feedback is reward and recognition as well as improvement coaching. People deserve your constructive feedback, too, so they can continue to develop their knowledge and skills.
8. Solve Problems: Don't Pinpoint Problem People
When a problem occurs, ask what is wrong with the work system that caused the people to fail, not what is wrong with the people. Worst case response to problems? Seek to identify and punish the guilty.
9. Listen to Learn and Ask Questions to Provide Guidance
Provide a space in which people will communicate by listening to them and asking them questions. Guide by asking questions, not by telling grown up people what to do. People generally know the right answers if they have the opportunity to produce them. When an employee brings you a problem to solve, ask, "what do you think you should do to solve this problem?" Or, ask, "what action steps do you recommend?" Employees can demonstrate what they know and grow in the process. Eventually, you will feel comfortable telling the employee that he or she need not ask you about similar situations. You trust their judgment.
10. Help Employees Feel Rewarded and Recognized for Empowered Behavior
When employees feel under-compensated, under-titled for the responsibilities they take on, under-noticed, under-praised, and under-appreciated, don’t expect results from employee empowerment. The basic needs of employees must feel met for employees to give you their discretionary energy, that extra effort that people voluntarily invest in work. For successful employee empowerment, recognition plays a significant role.
“The Credo of an Empowering Manager” by Susan M. Heathfield (edited)
Monday, August 9, 2010
We’re all coaches now, aren’t we?
Finding the balance
Changing management style to bring in more coaching elements can be a tricky balance. Leadership is a spectrum, with the dictatorial at one end and the consultative at the other. The best managers find a position on the spectrum that they’re comfortable with, and which suits their organization, and adapt it to the circumstances.
A lot of leaders automatically gravitate towards the dictatorial end of that spectrum and struggle to change their style to become more consultative. If you’re going to bring coaching into your work – it’s a skill you’ll need to develop.
Creating the motivation
One of the most powerful drivers that underpins coaching is called ‘intrinsic motivation theory’. To sum it up fairly simply, people will get more fired up about things that:
• They can control
• They’re competent to do
• Meet their social needs
If working relationships meet these three points, people really engage and things suddenly get a lot easier. The challenge is to turn this theory into practice – these four tactics will help:
1. Start asking questions
Asking questions instead of answering them can be a powerful technique, but you need to ask the right question, to the right person, at the right time.
For managers, though, it can be hard to move from answering questions towards coaching. Do it too abruptly and people will feel you’re just countering their questions with more questions. Infuriating!
Intrinsic motivation theory says people respond better when they’re in control. How could that work? It might be as simple as: “I’d like to try something new here… sometimes I find we make real leaps forward when I ask questions instead of giving you my answers. Would you be happy to give that a go?” It lets them decline, but if they say yes – and they always do - you know they’re fully involved.
2. Listen properly – but don’t be a pushover
There’s a fine line between treating people with empathy and being a pushover. Leaders aren’t social workers! So while you’re not there to counsel people, you’ve got to give them proper attention, even when you’re busy – they don’t care how many voicemails, texts and emails you’ve got unread or how many other meetings you’ve got today. All they want is for you to listen actively and intently, whether or not you agree. Motivation theory describes this as supporting their competency: if you find the time to use a coaching approach, you’re showing that you trust your report’s own capability and that you’re open to their input and direction.
3. Stop hugging trees
When the chips are down, you need a clear sense of what you want and where you want to go. Strong teams have a clear sense of direction and leaders who can look further over the horizon than their staff. In uncertain times, senior management teams have to agree on a direction quickly ... yet they must remain open to other views.
There’s a social need here, and that’s for people to feel included during this process. So concentrate on questions that explore their motivation and intentions, rather than making assumptions that lead to distrust. “I want to understand your main priority here”, “What will happen if we don’t follow this course of action?” and “What will be the impact on the staff?”
Sometimes there can be benefits from a more competitive dialogue, but stay away when it becomes entrenched rather than passionate. Really exploring people’s disagreements and positions is the best way for senior teams to settle on a firm course. Disagreements that are hidden will come back to bite you.
4. Get a professional coach in?
Sometimes an external coach can add value to a business, despite their cost. On the other hand, sometimes the cost is more than the benefit.
A fresh pair of eyes should challenge those collective organizational blind spots and ask the questions you’ve stopped asking yourselves. The best external coaches will be skilled at working with managers and their teams to really change the productivity of relationships. And by talking to key colleagues around the manager, the external coach can join up the organizational priorities with the individual manager’s internal motivation and goals.
Traditional management approaches have overplayed the organization’s goals at the expense of the individual. Developing your skills as a managerial coach allows you to develop individuals and teams that are really on the same page, in a direction in which all of you know you are traveling.
Whatever style you’re taking, the quality of listening you bring to any conversation will have a massive impact. Whether you’re taking a more hierarchical approach or more of a coaching role, if you’re listening well enough then the whole process becomes a lot clearer and more effective.
From William Winstone: Tips on how to introduce coaching skills into your management style.
Changing management style to bring in more coaching elements can be a tricky balance. Leadership is a spectrum, with the dictatorial at one end and the consultative at the other. The best managers find a position on the spectrum that they’re comfortable with, and which suits their organization, and adapt it to the circumstances.
A lot of leaders automatically gravitate towards the dictatorial end of that spectrum and struggle to change their style to become more consultative. If you’re going to bring coaching into your work – it’s a skill you’ll need to develop.
Creating the motivation
One of the most powerful drivers that underpins coaching is called ‘intrinsic motivation theory’. To sum it up fairly simply, people will get more fired up about things that:
• They can control
• They’re competent to do
• Meet their social needs
If working relationships meet these three points, people really engage and things suddenly get a lot easier. The challenge is to turn this theory into practice – these four tactics will help:
1. Start asking questions
Asking questions instead of answering them can be a powerful technique, but you need to ask the right question, to the right person, at the right time.
For managers, though, it can be hard to move from answering questions towards coaching. Do it too abruptly and people will feel you’re just countering their questions with more questions. Infuriating!
Intrinsic motivation theory says people respond better when they’re in control. How could that work? It might be as simple as: “I’d like to try something new here… sometimes I find we make real leaps forward when I ask questions instead of giving you my answers. Would you be happy to give that a go?” It lets them decline, but if they say yes – and they always do - you know they’re fully involved.
2. Listen properly – but don’t be a pushover
There’s a fine line between treating people with empathy and being a pushover. Leaders aren’t social workers! So while you’re not there to counsel people, you’ve got to give them proper attention, even when you’re busy – they don’t care how many voicemails, texts and emails you’ve got unread or how many other meetings you’ve got today. All they want is for you to listen actively and intently, whether or not you agree. Motivation theory describes this as supporting their competency: if you find the time to use a coaching approach, you’re showing that you trust your report’s own capability and that you’re open to their input and direction.
3. Stop hugging trees
When the chips are down, you need a clear sense of what you want and where you want to go. Strong teams have a clear sense of direction and leaders who can look further over the horizon than their staff. In uncertain times, senior management teams have to agree on a direction quickly ... yet they must remain open to other views.
There’s a social need here, and that’s for people to feel included during this process. So concentrate on questions that explore their motivation and intentions, rather than making assumptions that lead to distrust. “I want to understand your main priority here”, “What will happen if we don’t follow this course of action?” and “What will be the impact on the staff?”
Sometimes there can be benefits from a more competitive dialogue, but stay away when it becomes entrenched rather than passionate. Really exploring people’s disagreements and positions is the best way for senior teams to settle on a firm course. Disagreements that are hidden will come back to bite you.
4. Get a professional coach in?
Sometimes an external coach can add value to a business, despite their cost. On the other hand, sometimes the cost is more than the benefit.
A fresh pair of eyes should challenge those collective organizational blind spots and ask the questions you’ve stopped asking yourselves. The best external coaches will be skilled at working with managers and their teams to really change the productivity of relationships. And by talking to key colleagues around the manager, the external coach can join up the organizational priorities with the individual manager’s internal motivation and goals.
Traditional management approaches have overplayed the organization’s goals at the expense of the individual. Developing your skills as a managerial coach allows you to develop individuals and teams that are really on the same page, in a direction in which all of you know you are traveling.
Whatever style you’re taking, the quality of listening you bring to any conversation will have a massive impact. Whether you’re taking a more hierarchical approach or more of a coaching role, if you’re listening well enough then the whole process becomes a lot clearer and more effective.
From William Winstone: Tips on how to introduce coaching skills into your management style.
Wednesday, August 4, 2010
The Power of Questions
As we reflect on our lives and think about are future goals, the questions we ask ourselves are incredibly powerful. The questions we ask require the answers we are looking for in our lives and that we act upon. If we are not going in the direction that will ultimately lead us to our goals, one of the problems may be that we are not asking the right questions.
For example,
Question: Why can't I do this job?
The right question: What talents and skills do I have to do this job?
Question: Why doesn't my partner understand me?
The right question: How can I communicate so that my partner understands me better?
Question: Why do I have trouble working towards the mission of my company?
The right question: Are my values in sync with the mission of my company?
Question: Why do I keep making the same mistakes?
The right question: What can I learn from the mistakes I make?
Question: Why don't they recognize my accomplishments?
The right question: What can I do to celebrate my own achievements?
Question: Why can't I get what I want?
The right question: What is getting in my way from getting what I want?
Question: Why can't I sell my services?
The right question: What value do you I provide to customers?
Question: Why do I consistently miss deadlines?
The right question: What resources and tools do I need to schedule my tasks and be more efficient?
Question: Why did my new campaign bomb?
The right question: What can I learn from the results of the campaign that we can use going forward?
Question: Why can't I live the life of my dreams?
The right question: Will the dreams that I seek make be happy?
Question: Why can't our team be successful?
The right question: What have I done to help my team achieve success?
Question: Why can't I teach others?
The right question: What impact have I made on others?
When we don't consciously answer the “right” questions, we live a life constrained by others and get caught up in our own routine. Answer the right questions and open up the opportunities in your life? Go ahead and try it!
For example,
Question: Why can't I do this job?
The right question: What talents and skills do I have to do this job?
Question: Why doesn't my partner understand me?
The right question: How can I communicate so that my partner understands me better?
Question: Why do I have trouble working towards the mission of my company?
The right question: Are my values in sync with the mission of my company?
Question: Why do I keep making the same mistakes?
The right question: What can I learn from the mistakes I make?
Question: Why don't they recognize my accomplishments?
The right question: What can I do to celebrate my own achievements?
Question: Why can't I get what I want?
The right question: What is getting in my way from getting what I want?
Question: Why can't I sell my services?
The right question: What value do you I provide to customers?
Question: Why do I consistently miss deadlines?
The right question: What resources and tools do I need to schedule my tasks and be more efficient?
Question: Why did my new campaign bomb?
The right question: What can I learn from the results of the campaign that we can use going forward?
Question: Why can't I live the life of my dreams?
The right question: Will the dreams that I seek make be happy?
Question: Why can't our team be successful?
The right question: What have I done to help my team achieve success?
Question: Why can't I teach others?
The right question: What impact have I made on others?
When we don't consciously answer the “right” questions, we live a life constrained by others and get caught up in our own routine. Answer the right questions and open up the opportunities in your life? Go ahead and try it!
Saturday, July 31, 2010
Play the Game!
Watch the video webinar "Playing the Game" presented by Karen Morey, my Results Coaching Partner. You will learn two simple rules to "Playing the Game"
1. Know exactly where you want to be (the end result)
2. Know exactly where you are RIGHT NOW (the milestone)
Plus you will get great ideas on the games you can create for yourself and or your team. Its simple, easy and helps you get the results you want!
Click here to watch the video webinar.
1. Know exactly where you want to be (the end result)
2. Know exactly where you are RIGHT NOW (the milestone)
Plus you will get great ideas on the games you can create for yourself and or your team. Its simple, easy and helps you get the results you want!
Click here to watch the video webinar.
Friday, July 9, 2010
Defending your Ideas without being Defensive
Being enthusiastic and passionate about your ideas is crucial to getting them heard and implemented. But protecting your ideas against criticism can come off as defensive and turn people off. Here are three tips for sticking up for your ideas without overreacting:
Be prepared. Know in advance what some objections might be. Consider what others might not like and develop sound arguments to address those concerns.
Be appreciative. Whenever you get feedback, even if it is more critical than helpful, be thankful for the input. This demonstrates strength of character and willingness to hear others' opinions.
Be patient. Know that persuading others may take time and effort. Don't bulldoze an idea through. Instead, refine your idea to demonstrate that you are listening to feedback and be tolerant of the process.
Adapted from HBR "Defending your Ideas without being Defensive" by John Baldoni
Be prepared. Know in advance what some objections might be. Consider what others might not like and develop sound arguments to address those concerns.
Be appreciative. Whenever you get feedback, even if it is more critical than helpful, be thankful for the input. This demonstrates strength of character and willingness to hear others' opinions.
Be patient. Know that persuading others may take time and effort. Don't bulldoze an idea through. Instead, refine your idea to demonstrate that you are listening to feedback and be tolerant of the process.
Adapted from HBR "Defending your Ideas without being Defensive" by John Baldoni
Thursday, July 8, 2010
What Strong Teams Have in Common - The five sure signs of an excellent team
Gallup has been studying leadership teams for nearly four decades, and we have witnessed some telltale signs of strong, high-performing teams:
1. Conflict doesn't destroy strong teams because strong teams focus on results.
Contrary to popular belief, the most successful teams are not the ones in which team members always agree with one another. Instead, they are often characterized by healthy debate -- and at times, heated arguments. What distinguishes strong teams from dysfunctional ones is that debate doesn't cause them to fragment. Instead of becoming more isolated during tough times, these teams actually gain strength and develop cohesion.
One reason great teams are able to grow through conflict is because they have a laser-like focus on results. Top teams seek out evidence and data and try to remain as objective as possible. As a result, while people may have different views, they are united in seeking the truth. Team members can argue, but in the end, they are on the same side. In sharp contrast, failing teams tend to personalize disagreement, creating territorial divides that continue to grow.
2. Strong teams prioritize what's best for the organization, then move forward.
While competition for resources and divergent points of view exist, the best teams are able to keep the larger goal in view. Members of high-performing teams are consistently able to put what's best for the organization ahead of their own egos. And once a decision is made, these teams are remarkably quick to rally around it.
One team we worked with had a long, drawn-out debate over whether they should invest in a major new idea. After months of intense discussion, it would have been easy for John, who technically "lost" the argument, to sit back and sulk after the decision was made. Yet the exact opposite occurred. Like other great team members we have studied, John got over the debate quickly and asked, "What resources do you need from me to make this work?" Once a decision is made, members of great teams rally around to help one another (and the organization) succeed.
3. Members of strong teams are as committed to their personal lives as they are to their work.
The best teams we studied seemed to live a contradiction. Some of the most productive team members work extreme hours and endure amazing levels of responsibility. They sometimes work 60 hours a week and travel frequently. Yet they consider their lives to be in balance. They seem to have enough time to do the things they want to do with their families. As hard as they work for the company, they seem to bring the same level of energy and intensity to their family, social, and community life.
When we interviewed Standard Chartered's Mervyn Davies, he told us that he takes as much pride in the amount of time he spends with his wife and two children as he does in his bank's extraordinary performance. While this may seem surprising to an outside observer, Davies described how he strives to dedicate 100% of his attention to his family throughout the weekend. Davies extends this philosophy to all of his bank's employees, always encouraging them to put family first.
Our evidence suggests that the most successful teams have members who are highly engaged in their work and highly satisfied with their personal lives. By setting this expectation, which so many others perceive as unattainable, they attract new members who want to do the same. This high level of engagement then sets a powerful example for the entire organization.
4. Strong teams embrace diversity.
Our work with the leadership teams of some of the most innovative and successful companies in the world reveals a simple truth: Having a team composed of individuals who look at issues similarly, who have been the product of comparable educational backgrounds, and who have experiences with similar track records and approaches is not a sound basis for success.
The most engaged teams welcome diversity of age, gender, and race, while disengaged teams may do the opposite.
Our research shows that leadership teams need a diversity of strengths -- ideally, including individuals who demonstrate a balance of strengths in different leadership dimensions. But diversity goes well beyond team strengths. We have also discovered that the most engaged teams welcome diversity of age, gender, and race, while disengaged teams may do the opposite.
For example, Gallup's research revealed that actively disengaged team members are 33% more likely to plan on leaving their job if they have a manager of a different race (when compared to having a manager of the same race). However, when we study engaged teams, people are actually a bit more likely to stay with the company if they have a manager of a different race. So whereas a disengaged employee is more likely to quit his job if he has a supervisor of another race, an engaged employee is less likely to leave under the same circumstances.
The most engaged teams look at individuals through the lens of their natural strengths, not at physical characteristics. This keeps the team focused on the potential within each person and minimizes the influence of superficial barriers.
5. Strong teams are magnets for talent.
Another way to spot a strong team is to look for the teams that everyone wants to be on. For some people, it may be hard to understand why anyone would want to join a team that works longer and harder and that comes complete with sky-high expectations. This is especially true when these "it" teams are characterized by intense competition and extreme accountability for results.
Yet despite all the consequences and pressure, it is your potential stars who most want to be on these teams. They see top teams as the most stimulating place to be -- the place where they can demonstrate their leadership and have a real impact. Instead of being intimidated by the challenge and responsibility, they seek out these teams.
As former United Nations Secretary-General Kofi Annan described in a leadership interview with Gallup, building a strong team within an organization requires the same basic ingredients of a successful soccer squad. Annan encourages the teams to "play in a coordinated manner," but he is quick to point out that should not exclude "individual brilliance." Annan explains that as long as the brilliant ones are pulling with us toward the same goal, this individual talent actually strengthens the collective team. As a result, successful teams often have an organization-wide influence.
Building a strong team requires a substantial amount of time and effort. Getting the right strengths on the team is a good starting point, but it is not enough. For a team to create sustained growth, the leader must continue to invest in each person's strengths and in building better relationships among the group members. When leaders can do this, it allows the entire team to spend even more time thinking about the needs of the people they serve.
by Tom Rath and Barry Conchie
Adapted from Strengths Based Leadership (Gallup Press, January 2009)
1. Conflict doesn't destroy strong teams because strong teams focus on results.
Contrary to popular belief, the most successful teams are not the ones in which team members always agree with one another. Instead, they are often characterized by healthy debate -- and at times, heated arguments. What distinguishes strong teams from dysfunctional ones is that debate doesn't cause them to fragment. Instead of becoming more isolated during tough times, these teams actually gain strength and develop cohesion.
One reason great teams are able to grow through conflict is because they have a laser-like focus on results. Top teams seek out evidence and data and try to remain as objective as possible. As a result, while people may have different views, they are united in seeking the truth. Team members can argue, but in the end, they are on the same side. In sharp contrast, failing teams tend to personalize disagreement, creating territorial divides that continue to grow.
2. Strong teams prioritize what's best for the organization, then move forward.
While competition for resources and divergent points of view exist, the best teams are able to keep the larger goal in view. Members of high-performing teams are consistently able to put what's best for the organization ahead of their own egos. And once a decision is made, these teams are remarkably quick to rally around it.
One team we worked with had a long, drawn-out debate over whether they should invest in a major new idea. After months of intense discussion, it would have been easy for John, who technically "lost" the argument, to sit back and sulk after the decision was made. Yet the exact opposite occurred. Like other great team members we have studied, John got over the debate quickly and asked, "What resources do you need from me to make this work?" Once a decision is made, members of great teams rally around to help one another (and the organization) succeed.
3. Members of strong teams are as committed to their personal lives as they are to their work.
The best teams we studied seemed to live a contradiction. Some of the most productive team members work extreme hours and endure amazing levels of responsibility. They sometimes work 60 hours a week and travel frequently. Yet they consider their lives to be in balance. They seem to have enough time to do the things they want to do with their families. As hard as they work for the company, they seem to bring the same level of energy and intensity to their family, social, and community life.
When we interviewed Standard Chartered's Mervyn Davies, he told us that he takes as much pride in the amount of time he spends with his wife and two children as he does in his bank's extraordinary performance. While this may seem surprising to an outside observer, Davies described how he strives to dedicate 100% of his attention to his family throughout the weekend. Davies extends this philosophy to all of his bank's employees, always encouraging them to put family first.
Our evidence suggests that the most successful teams have members who are highly engaged in their work and highly satisfied with their personal lives. By setting this expectation, which so many others perceive as unattainable, they attract new members who want to do the same. This high level of engagement then sets a powerful example for the entire organization.
4. Strong teams embrace diversity.
Our work with the leadership teams of some of the most innovative and successful companies in the world reveals a simple truth: Having a team composed of individuals who look at issues similarly, who have been the product of comparable educational backgrounds, and who have experiences with similar track records and approaches is not a sound basis for success.
The most engaged teams welcome diversity of age, gender, and race, while disengaged teams may do the opposite.
Our research shows that leadership teams need a diversity of strengths -- ideally, including individuals who demonstrate a balance of strengths in different leadership dimensions. But diversity goes well beyond team strengths. We have also discovered that the most engaged teams welcome diversity of age, gender, and race, while disengaged teams may do the opposite.
For example, Gallup's research revealed that actively disengaged team members are 33% more likely to plan on leaving their job if they have a manager of a different race (when compared to having a manager of the same race). However, when we study engaged teams, people are actually a bit more likely to stay with the company if they have a manager of a different race. So whereas a disengaged employee is more likely to quit his job if he has a supervisor of another race, an engaged employee is less likely to leave under the same circumstances.
The most engaged teams look at individuals through the lens of their natural strengths, not at physical characteristics. This keeps the team focused on the potential within each person and minimizes the influence of superficial barriers.
5. Strong teams are magnets for talent.
Another way to spot a strong team is to look for the teams that everyone wants to be on. For some people, it may be hard to understand why anyone would want to join a team that works longer and harder and that comes complete with sky-high expectations. This is especially true when these "it" teams are characterized by intense competition and extreme accountability for results.
Yet despite all the consequences and pressure, it is your potential stars who most want to be on these teams. They see top teams as the most stimulating place to be -- the place where they can demonstrate their leadership and have a real impact. Instead of being intimidated by the challenge and responsibility, they seek out these teams.
As former United Nations Secretary-General Kofi Annan described in a leadership interview with Gallup, building a strong team within an organization requires the same basic ingredients of a successful soccer squad. Annan encourages the teams to "play in a coordinated manner," but he is quick to point out that should not exclude "individual brilliance." Annan explains that as long as the brilliant ones are pulling with us toward the same goal, this individual talent actually strengthens the collective team. As a result, successful teams often have an organization-wide influence.
Building a strong team requires a substantial amount of time and effort. Getting the right strengths on the team is a good starting point, but it is not enough. For a team to create sustained growth, the leader must continue to invest in each person's strengths and in building better relationships among the group members. When leaders can do this, it allows the entire team to spend even more time thinking about the needs of the people they serve.
by Tom Rath and Barry Conchie
Adapted from Strengths Based Leadership (Gallup Press, January 2009)
Friday, July 2, 2010
Coping with The Unexpected!
In today's world of crises, currency fluctuations, and terrorist threats, coping with the unexpected isn't just a good leadership skill, it's critical. Here are three ways you can improve your response to, and minimize the impact of, inevitable disruptions:
Have a back-up plan. You may not always be able to rehearse Plan B, but you should have alternative approaches that can help get you out of a bind. In the absence of actual plans, mental flexibility can help you respond more quickly.
Speed up communication. Information needs to move through your company quickly and efficiently. Find ways you can collect and disseminate data in short cycles.
Instill values. Values help people know the right thing to do without being told or waiting for permission. They also bind a company together when surprises happen and therefore can help companies recover more quickly.
This tip was adapted from Rosabeth Moss Kanter's article "Surprise! Four Strategies for Coping with Disruptions"
Have a back-up plan. You may not always be able to rehearse Plan B, but you should have alternative approaches that can help get you out of a bind. In the absence of actual plans, mental flexibility can help you respond more quickly.
Speed up communication. Information needs to move through your company quickly and efficiently. Find ways you can collect and disseminate data in short cycles.
Instill values. Values help people know the right thing to do without being told or waiting for permission. They also bind a company together when surprises happen and therefore can help companies recover more quickly.
This tip was adapted from Rosabeth Moss Kanter's article "Surprise! Four Strategies for Coping with Disruptions"
Monday, June 7, 2010
Friday, May 21, 2010
4 steps to Achieving Organizational Bipartisanship
Bridging the gap between warring parties (or factions as they are called in organizations) is a tough managerial challenge — but one that most leaders face at some point in their careers. Here are four steps for bringing disparate parties together:
Get consensus on the problem, but avoid getting into the solution right away since it's likely the source of the disagreement.
Identify multiple solutions. Bring the group together to brainstorm ideas. Encourage all ideas without judgment or analysis.
Assign cross-faction teams to assess solutions. This helps break down divisions while laying out the costs and benefits of each solution.
Get quick wins. Take one or two of the ideas developed by the teams and implement them right away. These shared successes will build momentum for future collaboration.
adapted from HBR article by Ron Ashkenas “Could Your Organization Be Bipartisan?
Get consensus on the problem, but avoid getting into the solution right away since it's likely the source of the disagreement.
Identify multiple solutions. Bring the group together to brainstorm ideas. Encourage all ideas without judgment or analysis.
Assign cross-faction teams to assess solutions. This helps break down divisions while laying out the costs and benefits of each solution.
Get quick wins. Take one or two of the ideas developed by the teams and implement them right away. These shared successes will build momentum for future collaboration.
adapted from HBR article by Ron Ashkenas “Could Your Organization Be Bipartisan?
Tuesday, May 18, 2010
ASK for Success!
You already know the formula; "Ask and you shall receive." And, you already know that it's not just another good idea. Asking is the only way to get what you're seeking in your life, in your relationships, or in your business.
Asking may not be your forte, and it might not even be a whole lot of fun. In fact, I have found that most people prefer to do it all themselves rather than ask somebody for help.
Think about this, asking the right question at the right time, of the right person can bring you to success faster than you could ever hope to get there on your own! So why are you not out there asking for what it is that you really want?
What keeps you from asking for what it is you really need and want?
I have found that it's our desire to be independent that keeps us from asking. It's our ego. Our desire to take all the credit when something finally does work that keeps us from doing it the easy way.
Think about it in your own life.
What has stopped you from asking for help in the past?
For some people, asking is a sign of weakness, so they do their best to do it all alone. Sometimes things get so bad that these people actually lose it all, yet they still won't ask for help! Have you known a person like this in your life?
I share this with you here because it's a lesson that I too had to learn. I was one of those people who was raised thinking that being independent was the only way to be. I believed that asking for help was a sure sign of weakness and I didn't want to be perceived as weak. So I was tough. I never asked for help and went out there and did it all myself.
Then one day, I gave it some thought. Was it really a sign of weakness to ask for what it was that I really needed to build my business? I began to study people who have achieved greatness in their lives and I asked, "Did they do it alone or did they have help?"
For instance, did Bill Gates build Microsoft by himself, or did he have a team working with him? Obviously he had a team, each of whom today is wealthy beyond imagination. Not only did he have a team, he asked for help and made deals with other companies to help him realize his dream. This is a practice that Microsoft continues to use to this day.
Do you look at Bill Gates and see weakness? I sure don't.
The more I considered it, the more I began to understand what it really meant to ask for help.
Then I had yet another realization. Asking for help is really GIVING an opportunity to another person. That's right, asking is giving at the same time. Think about it.
When somebody asks you for help, and you are willing to help, do you ENJOY the process of giving? You bet you do! We're wired to give! Giving is a basic human need and each and every one of us receives great joy when we give to another human being.
So not asking is actually denying other people the chance to give and feel pleasure. You wouldn't deny another human being the pleasure of giving would you? I doubt it. So then you will learn to ask, right? Great!
Let me share with you some strategies for asking that could make all the difference in getting what you are asking for. First, you have to be very clear on what it is you are hoping to receive. If you are not clear, then how can you expect another person to know what it is you need? Get crystal clear and write it down on paper! Next, make a list of people who can help you.
You want to make sure the people you ask are able to give you what you want. For instance, you wouldn't want to ask for a $100,000 loan from somebody who is having a hard time paying the rent each month. You could ask all day long and never get the loan!
Ask people who can help you.
Before you ask, think about what value you will provide to them. For instance, you can get a person to give you a million dollars if you bring them more than a million dollars in value first.
You could ask for a loan, and you could say to the person giving you the loan that in return for the loan, you will give them partial ownership in your business. This is essentially what the stock market is only the companies are public as opposed to private.
Or you could say to the lender that you will give them all the net profits from the company until the loan is paid in full, plus interest. Would you invest in such a company with this kind of deal? Many people would, and do!
What about those smaller things you need to build your business? Can you ask for help there too? Of course you can! And you must!
It makes no difference how much you know about your industry, your products, or even your business, there is always room to learn more! I realized this early on when I would meet business owners all the time who were not making any money in their businesses, yet they appeared to be very talented at their craft. Something wasn't making sense.
I studied them and discovered that while they were true experts in their chosen field, they had little or no knowledge or experience in many other areas of running and building their business. Most of these people will hang on for dear life or simply close after a short time and all they had to do was ask for the help they needed.
You see, we all need help.
Even the top people in our society have a team. They have advisors, they have mastermind groups, they have coaches, mentors, role models. They have help and they are not afraid to ask for it!
You and I are too close to our businesses. We miss some obvious distinctions that could result in windfall profits because we try too hard to know it all or do it all alone.
What if you were to get a mentor? What if you were to ask somebody who knows marketing down cold, for example, to help you with your marketing? If you are struggling in that area, asking for help is the fastest way to go from being in pain to enjoying hefty profits!
And, the good news is that YOU get to enjoy the benefits, the credit, and the lifestyle of success because you made the decision to find out what you wanted help with, who could help you, and you reached out and asked for that help.
Success does not have to be hard.
Success does not have to take decades.
And success can and should be yours starting right now if you are willing to open up and ask for help.
My business today is successful because I have learned how to ask for help. I know what I am building. I know where I am headed. And I know what I will need along the way to make my dreams a reality. Wouldn't it feel great if you could help me get what I really want out of life? I know it would feel great for me to be able to help you.
All you have to do is ask.
Success really is only a question away. The question is, will you ask?
© copyright 2001 By Robert Imbriale. Robert Imbriale is an internationally known speaker, author, and consultant who has helped sell well over $100 Million online. He is a top-rated Internet marketer, the author of two books, and a powerful speaker on the topic of on Internet marketing and motivation. Robert may be reached via e-mail at Robert@ultimatewealth.com and his web site is http://www.ultimatewealth.com.
Asking may not be your forte, and it might not even be a whole lot of fun. In fact, I have found that most people prefer to do it all themselves rather than ask somebody for help.
Think about this, asking the right question at the right time, of the right person can bring you to success faster than you could ever hope to get there on your own! So why are you not out there asking for what it is that you really want?
What keeps you from asking for what it is you really need and want?
I have found that it's our desire to be independent that keeps us from asking. It's our ego. Our desire to take all the credit when something finally does work that keeps us from doing it the easy way.
Think about it in your own life.
What has stopped you from asking for help in the past?
For some people, asking is a sign of weakness, so they do their best to do it all alone. Sometimes things get so bad that these people actually lose it all, yet they still won't ask for help! Have you known a person like this in your life?
I share this with you here because it's a lesson that I too had to learn. I was one of those people who was raised thinking that being independent was the only way to be. I believed that asking for help was a sure sign of weakness and I didn't want to be perceived as weak. So I was tough. I never asked for help and went out there and did it all myself.
Then one day, I gave it some thought. Was it really a sign of weakness to ask for what it was that I really needed to build my business? I began to study people who have achieved greatness in their lives and I asked, "Did they do it alone or did they have help?"
For instance, did Bill Gates build Microsoft by himself, or did he have a team working with him? Obviously he had a team, each of whom today is wealthy beyond imagination. Not only did he have a team, he asked for help and made deals with other companies to help him realize his dream. This is a practice that Microsoft continues to use to this day.
Do you look at Bill Gates and see weakness? I sure don't.
The more I considered it, the more I began to understand what it really meant to ask for help.
Then I had yet another realization. Asking for help is really GIVING an opportunity to another person. That's right, asking is giving at the same time. Think about it.
When somebody asks you for help, and you are willing to help, do you ENJOY the process of giving? You bet you do! We're wired to give! Giving is a basic human need and each and every one of us receives great joy when we give to another human being.
So not asking is actually denying other people the chance to give and feel pleasure. You wouldn't deny another human being the pleasure of giving would you? I doubt it. So then you will learn to ask, right? Great!
Let me share with you some strategies for asking that could make all the difference in getting what you are asking for. First, you have to be very clear on what it is you are hoping to receive. If you are not clear, then how can you expect another person to know what it is you need? Get crystal clear and write it down on paper! Next, make a list of people who can help you.
You want to make sure the people you ask are able to give you what you want. For instance, you wouldn't want to ask for a $100,000 loan from somebody who is having a hard time paying the rent each month. You could ask all day long and never get the loan!
Ask people who can help you.
Before you ask, think about what value you will provide to them. For instance, you can get a person to give you a million dollars if you bring them more than a million dollars in value first.
You could ask for a loan, and you could say to the person giving you the loan that in return for the loan, you will give them partial ownership in your business. This is essentially what the stock market is only the companies are public as opposed to private.
Or you could say to the lender that you will give them all the net profits from the company until the loan is paid in full, plus interest. Would you invest in such a company with this kind of deal? Many people would, and do!
What about those smaller things you need to build your business? Can you ask for help there too? Of course you can! And you must!
It makes no difference how much you know about your industry, your products, or even your business, there is always room to learn more! I realized this early on when I would meet business owners all the time who were not making any money in their businesses, yet they appeared to be very talented at their craft. Something wasn't making sense.
I studied them and discovered that while they were true experts in their chosen field, they had little or no knowledge or experience in many other areas of running and building their business. Most of these people will hang on for dear life or simply close after a short time and all they had to do was ask for the help they needed.
You see, we all need help.
Even the top people in our society have a team. They have advisors, they have mastermind groups, they have coaches, mentors, role models. They have help and they are not afraid to ask for it!
You and I are too close to our businesses. We miss some obvious distinctions that could result in windfall profits because we try too hard to know it all or do it all alone.
What if you were to get a mentor? What if you were to ask somebody who knows marketing down cold, for example, to help you with your marketing? If you are struggling in that area, asking for help is the fastest way to go from being in pain to enjoying hefty profits!
And, the good news is that YOU get to enjoy the benefits, the credit, and the lifestyle of success because you made the decision to find out what you wanted help with, who could help you, and you reached out and asked for that help.
Success does not have to be hard.
Success does not have to take decades.
And success can and should be yours starting right now if you are willing to open up and ask for help.
My business today is successful because I have learned how to ask for help. I know what I am building. I know where I am headed. And I know what I will need along the way to make my dreams a reality. Wouldn't it feel great if you could help me get what I really want out of life? I know it would feel great for me to be able to help you.
All you have to do is ask.
Success really is only a question away. The question is, will you ask?
© copyright 2001 By Robert Imbriale. Robert Imbriale is an internationally known speaker, author, and consultant who has helped sell well over $100 Million online. He is a top-rated Internet marketer, the author of two books, and a powerful speaker on the topic of on Internet marketing and motivation. Robert may be reached via e-mail at Robert@ultimatewealth.com and his web site is http://www.ultimatewealth.com.
Monday, May 17, 2010
In a turnaround, put Culture First
Faced with failing businesses, most leaders tighten the purse strings, take strict control over the organization, and put strategy first. However, in the famous words of Peter Drucker, "Culture eats strategy for breakfast." To right an organization headed for trouble, you need to build a culture that supports strategy implementation. Give employees a reason to care about your customers, their colleagues, and about how to do business right in a world that rewards cutting corners and compromising values. During a turnaround, don't focus exclusively on distinguishing yourself from the competition; find what brings you together as a company. It may be values, a vision, or a set of shared emotions. Articulate this sense of unity well and the business will follow.
Adapted from HBR article by Bill Taylor "How one Company's Turnaround Came From the Heart"
Adapted from HBR article by Bill Taylor "How one Company's Turnaround Came From the Heart"
Monday, May 10, 2010
Inspire Accountability - by Kimberly Kniveton MBA
Recently I noticed how often my clients started a sentence with the words, “If only . . . ”
If only I could keep good people.
If only they would listen to me.
If only we could finish that project.
If only I had more hours in a day.
What’s your if only . . .?
When I really listened for these kinds of statements, I realized they all point to the same issue – a lack of accountability within their organizations. As business leaders it is our duty to produce an environment where accountability can flourish.
As Leslie Hart says, “The brain does not need to be motivated any more than the heart needs to be motivated to pump blood.” Meaning that people are naturally motivated and want to be accountable – but often obstacles get in the way of the desired results.
How can leaders Inspire Accountability?
Have Clear Expectations and Goals
Every one in your organization must have written goals and plans. As I say in my workshops, “You can’t be accountable for nothing!” Yet time after time I see teams operating without a clue about what the end goal is. People cannot be accountable unless it is absolutely clear what result they are responsible for achieving.
Be sure that your team or organization has SMART Goals – specific, measurable, attainable relevant and time bound. But just because you set goals doesn’t mean that people are aligned with them. To help others buy-in to the goals and plans, enlist their help in constructing them. As we so often say to our Best Year Yet clients,
People will not destroy that which they helped to create.”
Pull your team together to create the goals for the organization. Then ensure each member of the team has their own set of goals that align to the organization’s goals.
Create a Compelling Why
Recently I was working with a client whose “If only…” was “If only they (her employees) would do what I ask them to do.” My question for her was “Why Should They? What purpose does their job serve? How do they fit into the vision/mission of the organization? How do they make a difference?”
To generate accountability, give people a reason to believe in the goals of the business.
What does the organization value? Are your goals aligned to these values?
Imagine the people in your organization living these values in their daily work. Would it make a difference? Remember the story of the three bricklayers? When asked what they were doing the first bricklayer responded, “Laying bricks”; the second responded, "Providing for my family”; and the third responded, “Building a cathedral.” Which response has more power? Creating the compelling why and living our values appeals to people’s sense of higher purpose.
Eliminate perceived boundaries and limiting mindsets
There are boundaries around teams when it comes to achieving goals. Some of the obvious are policies, procedures, systems, laws, and lack of resources. While those boundaries can be managed, the boundaries that will most affect accountability are the perceived boundaries or limiting beliefs that inhibit others from accomplishing the goal.
During a recent workshop we were discussing engagement when one of the participants said, “it is hard to be engaged when my employer doesn’t want us to be innovative.”
I responded, “Really? What makes you say that? Is that true or a belief you have about that?”
When we drilled down, we agreed that her belief was an imagined boundary or belief that constrained her from taking action. You will often hear imagined boundaries in the excuses that people make for why they can’t complete a goal or task. What excuses do you hear in your organization? Eliminating the limiting beliefs will allow accountability to soar.
Encourage Open and Honest Dialogue
Too many organizations are afraid of the kind of open and honest dialogue that’s necessary to ensure accountability. To avoid this pitfall have a system for giving you data how each team member is contributing. Best Year Yet clients use our Producing Results Online® software to measure the Say/Do ratio of each team member. Using this tool generates the ultimate in accountability through the natural process of what we call Positive Peer Pressure.
Generating accountability through such open and honest dialogue generates performance cultures rather than blame cultures. When a performance culture thrives, people are able to measure where they and others are not accountable and give one another immediate feedback. When people can be candid with each other, they create an environment in which achievement flourishes and fear dissolves.
Maintain Focus and Discipline
Remember the main thing is to keep the main thing the main thing.
To inspire accountability help others maintain a focus on what matters most. When our attention is scattered, performance suffers. When we are focused on the few vital results, performance soars. To maintain focus regularly set aside time to review progress on your goals and plans. Have the discipline to stick to the schedule for these meetings – no matter what.
Be a Role Model
As Albert Einstein said,
“Setting an example is not the main means of influencing another, it is the only means.”
Ultimately walking the talk inspires accountability in others. As a leader be willing to ask yourself, ‘how well do I practice the adage Know Thyself?’
Am I accountable?
Do I follow through on my promises?
Am I taking personal responsibility for my actions and attitudes?
Do I confront my own perceived boundaries or limiting beliefs?
Taking responsibility by developing yourself as a leader to the next level automatically expands and grows teams. When your team grows and expands, they begin to take accountability for their actions and your results transform at the same time.
Instead of focusing on the “If only’s...”in your organization, take responsibility to shift your attitude and actions to creating a culture where others are inspired to be accountable.
Kimberly Kniveton MBA, is owner of Ascent Coaching & Consulting and a partner in our global organization Best Year Yet Partner Coaches.
If only I could keep good people.
If only they would listen to me.
If only we could finish that project.
If only I had more hours in a day.
What’s your if only . . .?
When I really listened for these kinds of statements, I realized they all point to the same issue – a lack of accountability within their organizations. As business leaders it is our duty to produce an environment where accountability can flourish.
As Leslie Hart says, “The brain does not need to be motivated any more than the heart needs to be motivated to pump blood.” Meaning that people are naturally motivated and want to be accountable – but often obstacles get in the way of the desired results.
How can leaders Inspire Accountability?
Have Clear Expectations and Goals
Every one in your organization must have written goals and plans. As I say in my workshops, “You can’t be accountable for nothing!” Yet time after time I see teams operating without a clue about what the end goal is. People cannot be accountable unless it is absolutely clear what result they are responsible for achieving.
Be sure that your team or organization has SMART Goals – specific, measurable, attainable relevant and time bound. But just because you set goals doesn’t mean that people are aligned with them. To help others buy-in to the goals and plans, enlist their help in constructing them. As we so often say to our Best Year Yet clients,
People will not destroy that which they helped to create.”
Pull your team together to create the goals for the organization. Then ensure each member of the team has their own set of goals that align to the organization’s goals.
Create a Compelling Why
Recently I was working with a client whose “If only…” was “If only they (her employees) would do what I ask them to do.” My question for her was “Why Should They? What purpose does their job serve? How do they fit into the vision/mission of the organization? How do they make a difference?”
To generate accountability, give people a reason to believe in the goals of the business.
What does the organization value? Are your goals aligned to these values?
Imagine the people in your organization living these values in their daily work. Would it make a difference? Remember the story of the three bricklayers? When asked what they were doing the first bricklayer responded, “Laying bricks”; the second responded, "Providing for my family”; and the third responded, “Building a cathedral.” Which response has more power? Creating the compelling why and living our values appeals to people’s sense of higher purpose.
Eliminate perceived boundaries and limiting mindsets
There are boundaries around teams when it comes to achieving goals. Some of the obvious are policies, procedures, systems, laws, and lack of resources. While those boundaries can be managed, the boundaries that will most affect accountability are the perceived boundaries or limiting beliefs that inhibit others from accomplishing the goal.
During a recent workshop we were discussing engagement when one of the participants said, “it is hard to be engaged when my employer doesn’t want us to be innovative.”
I responded, “Really? What makes you say that? Is that true or a belief you have about that?”
When we drilled down, we agreed that her belief was an imagined boundary or belief that constrained her from taking action. You will often hear imagined boundaries in the excuses that people make for why they can’t complete a goal or task. What excuses do you hear in your organization? Eliminating the limiting beliefs will allow accountability to soar.
Encourage Open and Honest Dialogue
Too many organizations are afraid of the kind of open and honest dialogue that’s necessary to ensure accountability. To avoid this pitfall have a system for giving you data how each team member is contributing. Best Year Yet clients use our Producing Results Online® software to measure the Say/Do ratio of each team member. Using this tool generates the ultimate in accountability through the natural process of what we call Positive Peer Pressure.
Generating accountability through such open and honest dialogue generates performance cultures rather than blame cultures. When a performance culture thrives, people are able to measure where they and others are not accountable and give one another immediate feedback. When people can be candid with each other, they create an environment in which achievement flourishes and fear dissolves.
Maintain Focus and Discipline
Remember the main thing is to keep the main thing the main thing.
To inspire accountability help others maintain a focus on what matters most. When our attention is scattered, performance suffers. When we are focused on the few vital results, performance soars. To maintain focus regularly set aside time to review progress on your goals and plans. Have the discipline to stick to the schedule for these meetings – no matter what.
Be a Role Model
As Albert Einstein said,
“Setting an example is not the main means of influencing another, it is the only means.”
Ultimately walking the talk inspires accountability in others. As a leader be willing to ask yourself, ‘how well do I practice the adage Know Thyself?’
Am I accountable?
Do I follow through on my promises?
Am I taking personal responsibility for my actions and attitudes?
Do I confront my own perceived boundaries or limiting beliefs?
Taking responsibility by developing yourself as a leader to the next level automatically expands and grows teams. When your team grows and expands, they begin to take accountability for their actions and your results transform at the same time.
Instead of focusing on the “If only’s...”in your organization, take responsibility to shift your attitude and actions to creating a culture where others are inspired to be accountable.
Kimberly Kniveton MBA, is owner of Ascent Coaching & Consulting and a partner in our global organization Best Year Yet Partner Coaches.
Thursday, May 6, 2010
From Powerless to Powerful One Word at a Time
I received this week's "Monday Morning Coach" letter from Betty Mahalik at Dynamic Solutions, and wanted to share with all of you as a reminder of how POWERFUL WORDS can be!
~~~~~~~~~~~~~~~~~~~~~~~~~~
I’m often amazed at how easily we get off track, start following someone else’s path or simply talk ourselves out of doing what we know to do. I’ve discovered that usually at the core of the distraction, disengagement or desertion is a word, maybe a phrase that has started running itself in the background like computer malware. The disempowering word is usually one at the lower end of the “power continuum” I’d like to share with you today.
As you read through the short descriptions going from powerless to powerful words, ask yourself where you are on the power continuum. Then make the decision to shift forward.
Should. At the bottom end of the power continuum is a word I hear dozens of times a day. If I’m talking to a coaching client who is “shoulding” on themselves, I will usually stop them and bring it to their attention. When you use the world “should” it is a red flag that you have given your power away to some past or present voice. The question to ask yourself is: “According to whom 'should' I do this or that.” Rarely are we motivated by shoulds, and if it appears we are, we often find ways to sabotage the plan. Until you’ve decided what you want (see below) you’ll continue to give your power away to others who will indeed should on you all day long. On the power continuum scale of 0-10, powerless to powerful, should is a 0.
Can’t. Henry Ford had it right when he said, “If you say you can or you can’t, you’re right.” I can’t is a guarantee that you won’t. The moment you say the words you’ve literally proven your point. This also gets a 0 on the power continuum. Just shifting from what you can’t do to asking, “what can I do?” moves you from powerless to powerful.
Try. Ah the famous, “I’ll try.” We might as well say “I’ll try not to” for all the power in this one! “I’ll try to make it to your party,” is a thinly disguised cover for I’m not going to be there. “I’ll try to exercise more.” We might just as well say “when hell freezes over.” “Try” is just a nano-step ahead of “should” in terms of its sad lack of power. Next time you find yourself “trying” just give it up. As the oft-quoted Yoda would say, “There is no try. There is only do or not do.” One other cautionary note about the word “try”: it sets us up to struggle, and I don’t know about you, but I don’t need more struggles in my life. Either do or don’t do, but don’t try! Score: 2.
Could. One step up on the ladder toward powerful is the word could. At least with could we begin looking at possibilities instead of staying stuck inside someone else’s rules or wants for us, or sabotaging our efforts with “can’t” or “try.” If I say “I could exercise today,” it simply means I have the option of doing so. I still have not stepped into the real world of action and power but at least I’m giving it consideration. On the power continuum could scores 3-4.
Want. Let’s kick it up a notch and look at the word “want.” To go from a could to a want is a significant shift forward. It takes you from standing in the lane of broad generalities and moves you into the faster track of meaningful specifics. If you don’t know what you want, you’re vulnerable to the shoulds, coulds and oughts imposed by others. Deciding what you want is like the fulcrum that shifts you from powerless to powerful. It tilts the continuum forward. On the power scale I give it a 5.
Will. To go from want to will is next up on the power continuum. It’s sometimes easy to get stuck in wanting. I want to be thinner. I want to have more money. I want more success. But what “will” I begin doing more of, perhaps less of in some cases, to have what I say I want? Your will is a powerful tool. Last week after a day in which I found myself munching on junk food throughout the day, I gave myself a good talking to, starting with a reminder of what I want (health, vitality, a strong, slim body), followed by a reminder of what I will do to get that (exercise, limit access to munchies and exercise some discipline!). My will and mine alone determines what I do next. How about you? Score: 6-7.
Choose. I choose to exercise the discipline necessary to have the (fill in the blank: business, body, lifestyle, home, bank account) I want. I choose to show up every day and do what I can to further my goals. Choice is filled with power! Choice is about coming from a powerful paradigm. Choice is about being my best self even before I’ve created all the results I want. I choose confidence. I choose action. I choose life. I choose joy. Choice comes from the heart as well as they head. Choice rates a 9 on the power continuum.
Am. The most powerful, most creative word in the human language is the word “am” usually preceded by the pronoun “I”. “I am powerful.” “I am successful.” “I am creative.” “I am talented.” “I am persistent.” “I am pursuing my goals and dreams!” Can you feel the power in those words?
It is equally creative and powerfully destructive to use the words “I am” followed by a negative description: “I am a failure.” “I am not good enough.” “I am not smart enough” You get the picture.
On the power continuum, the word “am” ranks a 10. Here’s a simple way to remind yourself of the power of this one-syllable word: “That which I repeat often enough becomes true for me.” Repetition builds belief, and belief coupled with consistent action will always produce results in perfect alignment with it. This word gets a 10 for its powerful punch.
Stop today and listen to your words. Where do they fall on the power continuum? By the way, the words I’ve identified are only some of the more commonly used powerless and powerful words. There are many variations on these themes. My point today is to challenge you to find out where you most often use language. Is it on the powerless or the powerful end of the spectrum or somewhere in the middle. Remember, that which you repeatedly say and do becomes a part of you. Become conscious of whether your language is taking you closer or further away from your goals. Then commit (another very powerful word!) to shift your language to begin programming yourself for success.
You can do it! Have a powerful week!
~~~~~~~~~~~~~~~~~~~~~~~~~~
I’m often amazed at how easily we get off track, start following someone else’s path or simply talk ourselves out of doing what we know to do. I’ve discovered that usually at the core of the distraction, disengagement or desertion is a word, maybe a phrase that has started running itself in the background like computer malware. The disempowering word is usually one at the lower end of the “power continuum” I’d like to share with you today.
As you read through the short descriptions going from powerless to powerful words, ask yourself where you are on the power continuum. Then make the decision to shift forward.
Should. At the bottom end of the power continuum is a word I hear dozens of times a day. If I’m talking to a coaching client who is “shoulding” on themselves, I will usually stop them and bring it to their attention. When you use the world “should” it is a red flag that you have given your power away to some past or present voice. The question to ask yourself is: “According to whom 'should' I do this or that.” Rarely are we motivated by shoulds, and if it appears we are, we often find ways to sabotage the plan. Until you’ve decided what you want (see below) you’ll continue to give your power away to others who will indeed should on you all day long. On the power continuum scale of 0-10, powerless to powerful, should is a 0.
Can’t. Henry Ford had it right when he said, “If you say you can or you can’t, you’re right.” I can’t is a guarantee that you won’t. The moment you say the words you’ve literally proven your point. This also gets a 0 on the power continuum. Just shifting from what you can’t do to asking, “what can I do?” moves you from powerless to powerful.
Try. Ah the famous, “I’ll try.” We might as well say “I’ll try not to” for all the power in this one! “I’ll try to make it to your party,” is a thinly disguised cover for I’m not going to be there. “I’ll try to exercise more.” We might just as well say “when hell freezes over.” “Try” is just a nano-step ahead of “should” in terms of its sad lack of power. Next time you find yourself “trying” just give it up. As the oft-quoted Yoda would say, “There is no try. There is only do or not do.” One other cautionary note about the word “try”: it sets us up to struggle, and I don’t know about you, but I don’t need more struggles in my life. Either do or don’t do, but don’t try! Score: 2.
Could. One step up on the ladder toward powerful is the word could. At least with could we begin looking at possibilities instead of staying stuck inside someone else’s rules or wants for us, or sabotaging our efforts with “can’t” or “try.” If I say “I could exercise today,” it simply means I have the option of doing so. I still have not stepped into the real world of action and power but at least I’m giving it consideration. On the power continuum could scores 3-4.
Want. Let’s kick it up a notch and look at the word “want.” To go from a could to a want is a significant shift forward. It takes you from standing in the lane of broad generalities and moves you into the faster track of meaningful specifics. If you don’t know what you want, you’re vulnerable to the shoulds, coulds and oughts imposed by others. Deciding what you want is like the fulcrum that shifts you from powerless to powerful. It tilts the continuum forward. On the power scale I give it a 5.
Will. To go from want to will is next up on the power continuum. It’s sometimes easy to get stuck in wanting. I want to be thinner. I want to have more money. I want more success. But what “will” I begin doing more of, perhaps less of in some cases, to have what I say I want? Your will is a powerful tool. Last week after a day in which I found myself munching on junk food throughout the day, I gave myself a good talking to, starting with a reminder of what I want (health, vitality, a strong, slim body), followed by a reminder of what I will do to get that (exercise, limit access to munchies and exercise some discipline!). My will and mine alone determines what I do next. How about you? Score: 6-7.
Choose. I choose to exercise the discipline necessary to have the (fill in the blank: business, body, lifestyle, home, bank account) I want. I choose to show up every day and do what I can to further my goals. Choice is filled with power! Choice is about coming from a powerful paradigm. Choice is about being my best self even before I’ve created all the results I want. I choose confidence. I choose action. I choose life. I choose joy. Choice comes from the heart as well as they head. Choice rates a 9 on the power continuum.
Am. The most powerful, most creative word in the human language is the word “am” usually preceded by the pronoun “I”. “I am powerful.” “I am successful.” “I am creative.” “I am talented.” “I am persistent.” “I am pursuing my goals and dreams!” Can you feel the power in those words?
It is equally creative and powerfully destructive to use the words “I am” followed by a negative description: “I am a failure.” “I am not good enough.” “I am not smart enough” You get the picture.
On the power continuum, the word “am” ranks a 10. Here’s a simple way to remind yourself of the power of this one-syllable word: “That which I repeat often enough becomes true for me.” Repetition builds belief, and belief coupled with consistent action will always produce results in perfect alignment with it. This word gets a 10 for its powerful punch.
Stop today and listen to your words. Where do they fall on the power continuum? By the way, the words I’ve identified are only some of the more commonly used powerless and powerful words. There are many variations on these themes. My point today is to challenge you to find out where you most often use language. Is it on the powerless or the powerful end of the spectrum or somewhere in the middle. Remember, that which you repeatedly say and do becomes a part of you. Become conscious of whether your language is taking you closer or further away from your goals. Then commit (another very powerful word!) to shift your language to begin programming yourself for success.
You can do it! Have a powerful week!
Wednesday, May 5, 2010
Gold Time – an end to overwhelm!
Gold Time is probably the most ‘used-but-misused’ of the fundamental principles underpinning the Best Year Yet® system. Thousands of us say we practice Gold Time, but in reality few of us do it really well, all of the time. Of the hundreds of executives I’ve coached over the last 15 years, individually or in teams, the really impressive ones have, without exception, become Masters of Gold Time. Their secret is investing time in attending to the topics that matter in the long run.
Gold Time is the space in your schedule devoted to activities, tasks, projects and projects that are important but not urgent — at least not yet urgent. It’s what happens when you stop saying to yourself,
I’ll get fit, fix my finances, book the family holiday, study for the MBA, do the staff appraisals, attend to my Best Year Yet plan, have a staff meeting etc. when I’ve got the time. Just now I’m busy looking at my e-mails.
Gold Time distinguishes between the urgency and the importance of the tasks with which life presents us. Think of what fits into each of the following categories from your own to-do list.
Category 1
This is urgent and important; that’s why I’m doing it now.
Category 2
This is important but it’s not urgent, so it will have to wait.
Category 3
This isn’t important to me, but somebody else may want it urgently, so I’d better do it now.
Category 4
This is neither important nor urgent – so why the heck am I doing it?
Although it’s hard to argue with a proposition that offers top-drawer results simply by becoming more discerning about how you spend your time, it’s lamentable how few of us make that transformation: “I’ll do it when I have the time” is what we say to make our shortcomings sound OK. “Can’t you see I’m a busy person?”
The people who garner the real benefits from Gold Time are following some time-proven rules:
Have the right paradigm about the value of Gold Time, because it can be risky
“Why are you doing that stuff,” says the boss, “when you’ve got all these urgent things to do?” It can also be seen as selfish. “Why are you going to the gym when the kids need you to play with them?” Gold Time Masters have the unshakable belief that investing time now will reap ten-fold benefits in the future. And one-time critics will very soon become admirers when the mother lode of Gold Time is revealed.
Be a Gold Time junkie — an opportunist
Gold Time comes in two varieties: it can be planned and in your weekly schedule. Or it can be ‘gifted’, which happens when a meeting is canceled, a plane delayed or appointment turns up late. You’ve got a slug of free time you weren’t expecting. Treat it as a gift. A Gold Time ‘entrepreneur’ will know what’s currently on the agenda by having a Gold Time list: calls to be made, texts to read, goals to update’ gifts to be bought, supportive messages to be sent, expenses to be claimed, appraisal forms to completed thoughtfully.
Be in the right place
Allowing yourself to be distracted is a major impediment to the successful practice of Gold Time. Typically it doesn’t succeed at a busy workstation, or the breakfast table or with work buddies in the pub – although it can in itself be a GT activity. You need to expose yourself to the danger of having some serious, unobstructed thought, itself an ‘out of the comfort zone’ experience for many of us. Where can you take yourself off to that guarantees uninterrupted time for thinking, reviewing, deciding and taking action? Starbucks? Your parked car? The city library? Your silent home when the family is out?
Take action
I’ve lost count of the people who tell me ‘I do most of my thinking when I’m driving.’ The problem here – apart from the lack of attention to the road – is the absence of subsequent action. It’s absolutely vital to take out of your Gold Time session wherever it takes place, a record of whatever you’ve committed yourself to do.
And then do it.
1. Adopt an empowering paradigm towards Gold Time.
2. Both plan for and ‘snatch’ your Gold Time.
3. Have a ‘Gold Time List’ always in your ‘back pocket’ ready for the snatched opportunities.
4. Put your self in the right place.
5. Commit to and take the actions your Gold Time decisions demand.
“The crucial role of top management is to create the conditions in which individual managers can thrive”.~Peter Baxter
Written by Best Year Yet Partner Peter Baxter. Thank you Peter for this overview of Gold Time Management!
Peter Baxter’s career has been spent predominantly in financial services, initially in sales and more recently in marketing and product development. Peter Baxter is a UK-based partner of Best Year Yet LLC, a global organization, headquartered in Colorado, USA and operating on five continents.
He works within the Best Year Yet community as a program facilitator and business coach. In the ten years since the launch of the business, he has facilitated upwards of 75 teams and their leaders, in a range of large organizations.
Gold Time is the space in your schedule devoted to activities, tasks, projects and projects that are important but not urgent — at least not yet urgent. It’s what happens when you stop saying to yourself,
I’ll get fit, fix my finances, book the family holiday, study for the MBA, do the staff appraisals, attend to my Best Year Yet plan, have a staff meeting etc. when I’ve got the time. Just now I’m busy looking at my e-mails.
Gold Time distinguishes between the urgency and the importance of the tasks with which life presents us. Think of what fits into each of the following categories from your own to-do list.
Category 1
This is urgent and important; that’s why I’m doing it now.
Category 2
This is important but it’s not urgent, so it will have to wait.
Category 3
This isn’t important to me, but somebody else may want it urgently, so I’d better do it now.
Category 4
This is neither important nor urgent – so why the heck am I doing it?
Although it’s hard to argue with a proposition that offers top-drawer results simply by becoming more discerning about how you spend your time, it’s lamentable how few of us make that transformation: “I’ll do it when I have the time” is what we say to make our shortcomings sound OK. “Can’t you see I’m a busy person?”
The people who garner the real benefits from Gold Time are following some time-proven rules:
Have the right paradigm about the value of Gold Time, because it can be risky
“Why are you doing that stuff,” says the boss, “when you’ve got all these urgent things to do?” It can also be seen as selfish. “Why are you going to the gym when the kids need you to play with them?” Gold Time Masters have the unshakable belief that investing time now will reap ten-fold benefits in the future. And one-time critics will very soon become admirers when the mother lode of Gold Time is revealed.
Be a Gold Time junkie — an opportunist
Gold Time comes in two varieties: it can be planned and in your weekly schedule. Or it can be ‘gifted’, which happens when a meeting is canceled, a plane delayed or appointment turns up late. You’ve got a slug of free time you weren’t expecting. Treat it as a gift. A Gold Time ‘entrepreneur’ will know what’s currently on the agenda by having a Gold Time list: calls to be made, texts to read, goals to update’ gifts to be bought, supportive messages to be sent, expenses to be claimed, appraisal forms to completed thoughtfully.
Be in the right place
Allowing yourself to be distracted is a major impediment to the successful practice of Gold Time. Typically it doesn’t succeed at a busy workstation, or the breakfast table or with work buddies in the pub – although it can in itself be a GT activity. You need to expose yourself to the danger of having some serious, unobstructed thought, itself an ‘out of the comfort zone’ experience for many of us. Where can you take yourself off to that guarantees uninterrupted time for thinking, reviewing, deciding and taking action? Starbucks? Your parked car? The city library? Your silent home when the family is out?
Take action
I’ve lost count of the people who tell me ‘I do most of my thinking when I’m driving.’ The problem here – apart from the lack of attention to the road – is the absence of subsequent action. It’s absolutely vital to take out of your Gold Time session wherever it takes place, a record of whatever you’ve committed yourself to do.
And then do it.
1. Adopt an empowering paradigm towards Gold Time.
2. Both plan for and ‘snatch’ your Gold Time.
3. Have a ‘Gold Time List’ always in your ‘back pocket’ ready for the snatched opportunities.
4. Put your self in the right place.
5. Commit to and take the actions your Gold Time decisions demand.
“The crucial role of top management is to create the conditions in which individual managers can thrive”.~Peter Baxter
Written by Best Year Yet Partner Peter Baxter. Thank you Peter for this overview of Gold Time Management!
Peter Baxter’s career has been spent predominantly in financial services, initially in sales and more recently in marketing and product development. Peter Baxter is a UK-based partner of Best Year Yet LLC, a global organization, headquartered in Colorado, USA and operating on five continents.
He works within the Best Year Yet community as a program facilitator and business coach. In the ten years since the launch of the business, he has facilitated upwards of 75 teams and their leaders, in a range of large organizations.
Tuesday, May 4, 2010
Mind the 3 Cs of Simplicity
Complexity is one of the largest problems plaguing organizations, and most leaders yearn for more simplicity. But don't confuse simple with easy. Ridding your organization, department, or process of unnecessary complexity requires careful attention. Remember these three Cs when trying to restore simplicity:
1. Collaboration. Silos are the enemy of simplicity. Work across the organization to identify where the complexity is and together improve the way business is done.
2. Coordination. Smooth coordination is critical to finding simple solutions to the problems you're trying to solve.
3. Communication. Once you've gotten rid of complexity, you can be sure it will try to find its way back in. Open and regular communication will allow you to identify it before it takes hold.
1. Collaboration. Silos are the enemy of simplicity. Work across the organization to identify where the complexity is and together improve the way business is done.
2. Coordination. Smooth coordination is critical to finding simple solutions to the problems you're trying to solve.
3. Communication. Once you've gotten rid of complexity, you can be sure it will try to find its way back in. Open and regular communication will allow you to identify it before it takes hold.
Thursday, April 22, 2010
Be a Better Leader by Building Your Self-Awareness
Too many leaders think they are adept at everything. Self-aware leaders know that they can't possibly have the skills and knowledge to do it all. Instead, they are dynamic, adaptable, and emotionally intelligent. Here are three ways to build your own self-awareness:
Observe your own performance. Take note of the areas you excel in and those that need improvement. Share these observations with your team.
Know what you don't know. Accept that there are areas you have little expertise in. Seek out a team that can help you fill in the gaps.
Monitor your impact on others. Because so much of work is about relationships, knowing how you affect others is a critical leadership skill.
Manage your emotional responses and look for cues that you're building relationships, not destroying them.
As seen in 4/22/10 HBR Management Tip of the day. Adapted from "The Mark of a Great Leader" by Marshall Goldsmith.
Observe your own performance. Take note of the areas you excel in and those that need improvement. Share these observations with your team.
Know what you don't know. Accept that there are areas you have little expertise in. Seek out a team that can help you fill in the gaps.
Monitor your impact on others. Because so much of work is about relationships, knowing how you affect others is a critical leadership skill.
Manage your emotional responses and look for cues that you're building relationships, not destroying them.
As seen in 4/22/10 HBR Management Tip of the day. Adapted from "The Mark of a Great Leader" by Marshall Goldsmith.
Thursday, March 25, 2010
Be Strong Leader! Follow these 10 Guidelines:
Tough projects, aggressive goals, limited resources and huge roadblocks are always getting in the way of your success. Plus you have to deal with managing the attitudes, actions, and behaviors of a team? Geez!
Over the years, I have developed the following guidelines that I have found to be successful while managing and coaching teams. If you are not already using these, go ahead and TRY them. I promise you will create a winning team!
1. Define roles and responsibilities. Not only do people want a clear understanding of where they fit in, but they also want others to know what they do and vice versa. Provide clarity when lines of responsibility become blurred.
2. Recognize strengths and capitalize on them. Allow and encourage rising stars to go above and beyond. Motivate employees by leveraging their strengths. Acknowledge accomplishments!
3. Provide focus, alignment and get buy-in. Employees who take part in creating a plan, own it. Ensure that goals are realistic and focus the team on the actions that will make the biggest difference to results. Above all else, make sure team is aligned under common goals.
4. Hold people accountable. People want to know that the leader will make tough decisions when others don’t play by the rules or uphold their commitments. Determine and enforce what is acceptable and what is not. Be fair and consistent.
5. Walk the talk. Provide clarity and understanding of your mission. Live it and get others excited and proud to be a part of it. Enthusiasm is contagious.
6. Communicate, communicate, and communicate. Be open and honest in all communications. Prompt discussions and share information from the top down and the bottom up. And don’t forget to LISTEN!
7. Give opportunities to influence, impact and make a difference. In today's fast-paced world, to be effective, you need to know how to adapt to and drive change. Allow others to develop ideas to improve, evolve and innovate.
8. Set a good example. Strong leaders are good mentors and coaches to their teams. Employees want to learn and grow. Pass on your knowledge, learnings and always remember the golden rule “do to others what you would like to be done to you".
9. Be authentic no matter what your strengths or personality traits. Employees know when you are NOT being REAL. It’s okay to human, but also remember that a strong leader will always keep the best interest of the organization top of mind.
10. Trust and encourage your team. Empower your employees and give them the autonomy they need to achieve results.
Any other tips, suggestions, ideas you want to share with others? Let's help each other experience the rewards of being a strong and successful leader!
For additional help in developing a strong team and driving results, email donna.king@bestyearyet.com to learn about the Best Year Yet Programs.
Over the years, I have developed the following guidelines that I have found to be successful while managing and coaching teams. If you are not already using these, go ahead and TRY them. I promise you will create a winning team!
1. Define roles and responsibilities. Not only do people want a clear understanding of where they fit in, but they also want others to know what they do and vice versa. Provide clarity when lines of responsibility become blurred.
2. Recognize strengths and capitalize on them. Allow and encourage rising stars to go above and beyond. Motivate employees by leveraging their strengths. Acknowledge accomplishments!
3. Provide focus, alignment and get buy-in. Employees who take part in creating a plan, own it. Ensure that goals are realistic and focus the team on the actions that will make the biggest difference to results. Above all else, make sure team is aligned under common goals.
4. Hold people accountable. People want to know that the leader will make tough decisions when others don’t play by the rules or uphold their commitments. Determine and enforce what is acceptable and what is not. Be fair and consistent.
5. Walk the talk. Provide clarity and understanding of your mission. Live it and get others excited and proud to be a part of it. Enthusiasm is contagious.
6. Communicate, communicate, and communicate. Be open and honest in all communications. Prompt discussions and share information from the top down and the bottom up. And don’t forget to LISTEN!
7. Give opportunities to influence, impact and make a difference. In today's fast-paced world, to be effective, you need to know how to adapt to and drive change. Allow others to develop ideas to improve, evolve and innovate.
8. Set a good example. Strong leaders are good mentors and coaches to their teams. Employees want to learn and grow. Pass on your knowledge, learnings and always remember the golden rule “do to others what you would like to be done to you".
9. Be authentic no matter what your strengths or personality traits. Employees know when you are NOT being REAL. It’s okay to human, but also remember that a strong leader will always keep the best interest of the organization top of mind.
10. Trust and encourage your team. Empower your employees and give them the autonomy they need to achieve results.
Any other tips, suggestions, ideas you want to share with others? Let's help each other experience the rewards of being a strong and successful leader!
For additional help in developing a strong team and driving results, email donna.king@bestyearyet.com to learn about the Best Year Yet Programs.
Tuesday, March 23, 2010
Trying to Grow? Give up Control
Leaders who micromanage do a disservice to their companies, their employees, and themselves; worse yet, they are often preventing their companies from growing. If you are struggling to grow your company or unit, one of the smartest things you can do is give up control. Here's how:
Push decision making down. If you're making all the decisions, you're only holding your company back. Push decision making down to the lowest level possible.
Accept that mistakes will happen. Sharing responsibility with others means things don't always go according to plan. Prepare your employees to avoid mistakes by being clear about your expectations and giving them the tools they need to do their jobs well.
Build your bench. Making yourself comfortable with giving up control requires having people you believe in. Invest both your time and resources to develop your star employees. Provide training, coaching and development and will PAY forward!
Develop a unified team. Leading a team to success means creating alignment under unified goals and a strong vision. Encourage an open forum of dialogue, and empower the team to take action towards the goals that will make the biggest difference to delivering company results.
Interested in individual, team or company-wide programs to develop your talent and maximize your resources? Learn more about the Best Year Yet Programs offered by Results Coaching. Email Donna.king@bestyearyet.com
Adapted from "Are You the Bottleneck in Your Organization?" by Brett Martin and Thanos Papadimitriou Harvard Business review
Push decision making down. If you're making all the decisions, you're only holding your company back. Push decision making down to the lowest level possible.
Accept that mistakes will happen. Sharing responsibility with others means things don't always go according to plan. Prepare your employees to avoid mistakes by being clear about your expectations and giving them the tools they need to do their jobs well.
Build your bench. Making yourself comfortable with giving up control requires having people you believe in. Invest both your time and resources to develop your star employees. Provide training, coaching and development and will PAY forward!
Develop a unified team. Leading a team to success means creating alignment under unified goals and a strong vision. Encourage an open forum of dialogue, and empower the team to take action towards the goals that will make the biggest difference to delivering company results.
Interested in individual, team or company-wide programs to develop your talent and maximize your resources? Learn more about the Best Year Yet Programs offered by Results Coaching. Email Donna.king@bestyearyet.com
Adapted from "Are You the Bottleneck in Your Organization?" by Brett Martin and Thanos Papadimitriou Harvard Business review
Tuesday, March 16, 2010
How Aligned is Your Team?
Take a moment to think about your team.
Consider each of the following statements and then rate your team as follows: 1 = never 2 = rarely 3 = about half the time 4 = most of the time 5 = all the time
1. We have a strategic plan and we're making progress on it.
1 2 3 4 5
2. Members of the team are open and honest with one another.
1 2 3 4 5
3. We work well together.
1 2 3 4 5
4. We know what our priorities are.
1 2 3 4 5
5. You can count on us to stick to our priorities.
1 2 3 4 5
6. When we agree to something in a meeting, we all demonstrate this decision outside the room.
1 2 3 4 5
7. We are one another's biggest fans - we each have the full support of the team.
1 2 3 4 5
8. The team puts the goals and needs of the team ahead of our personal agenda.
1 2 3 4 5
Add your responses to determine your Total Score ___
Total score is 8 - 15
Your team has a lot of work to do. When you're faced with a situation such as yours, it's almost impossible to achieve good results or deliver your promises. Perhaps yours is a new team which is just getting started. But maybe you've been at it for a long time and there's more baggage under the table than out in the open. In either case, get to work soon.
Best Year Yet is designed to get issues out in the open and to make sure everyone is heard in the process. Most importantly you need a Strategic Plan to focus and motivate your people. During the Best Year Yet Workshop there are Ground Rules to ensure an environment of safety and good common sense. The team works on its Lessons, puts the hidden issues to rest and then aligns on their Strategic Plan for the next 12 months. But it doesn't stop there. The team Best Year Yet day is followed by a half day in which each member of your team creates his personal strategic plan incorporating personal and professional goals aligned with the team plan. Each month we meet to make sure that everyone is doing their part to achieve the plan, make needed corrections and then move on developing new behaviors and producing a new level of results.
Total score is 16 - 24
Your team is doing better than some. But, as you know, it's difficult to work in an atmosphere in which trust and co-operation are lacking. It's impossible to generate real growth in the absence of a Strategic Plan. It is possible to transform your business, to raise this score and to become a top company again. But until there is FOCUS, ALIGNMENT and MOTIVATION, you're not going to move forward.Best Year Yet is designed to get hidden issues out in the open while making sure everyone is heard in the process. During the Workshop there are Ground Rules to ensure an environment of safety and good common sense. The team works on its Lessons, puts the hidden issues to rest and aligns on their Strategic Plan for the next 12 months. And we don't stop until there is genuine ALIGNMENT and enthusiasm for the plan. But it doesn't stop there. The team Best Year Yet day is followed by a half day in which each member of your team creates his personal strategic plan incorporating personal and professional goals aligned with the team plan. Each month we'll meet to make sure that everyone is doing their part to achieve the plan, make needed corrections and then move forward developing new behaviors and producing a new level of results.
Total score is 25 - 32
We strongly recommend that you consider the Best Year Yet program to accomplish this next step. The workshop and follow-up process are designed to get these issues out in the open while making sure everyone is heard. During the Workshop there are Ground Rules to ensure an environment of safety and good common sense. The team works on its lessons, puts the hidden issues to rest and aligns on their Strategic Plan for the next 12 months. And we don't stop until everyone is ALIGNED with this plan. But it doesn't stop there. The team Best Year Yet day is followed by a half day in which each member of your team creates his personal strategic plan incorporating personal and professional goals aligned with the team plan. Each month we'll meet to make sure that everyone is doing their part to achieve the plan, make needed corrections and then move on developing new behaviors and producing a new level of results.
Total score is 33 - 40
Congratulations! Your team is near peak performance. You have a gift, so do your best to appreciate it and use it. But don't get complacent. If you've achieved so much already, imagine what's possible. And no business in the current economic environment can afford to relax for a minute. If you choose to use the Best Year Yet program, you'll give yourself the best possible chance to reach new levels of performance and enjoyment. Given your current development, this could be perfect for you. It takes only one day to define your next set of lessons, rid yourselves of limiting assumptions and ALIGN on your next mountain to climb! But it doesn't stop there. The team Best Year Yet day is followed by a half day in which each member of your team creates his or her personal strategic plan incorporating personal and professional goals aligned with the team plan. Each month we'll meet to make sure that everyone is doing their part to achieve the plan, make needed corrections and then move on developing new behaviors and producing a new level of result.
For more information on the benefits of the Best Year Yet individual, team and organization-wide Programs, contact donna.king@bestyearyet.com.
Consider each of the following statements and then rate your team as follows: 1 = never 2 = rarely 3 = about half the time 4 = most of the time 5 = all the time
1. We have a strategic plan and we're making progress on it.
1 2 3 4 5
2. Members of the team are open and honest with one another.
1 2 3 4 5
3. We work well together.
1 2 3 4 5
4. We know what our priorities are.
1 2 3 4 5
5. You can count on us to stick to our priorities.
1 2 3 4 5
6. When we agree to something in a meeting, we all demonstrate this decision outside the room.
1 2 3 4 5
7. We are one another's biggest fans - we each have the full support of the team.
1 2 3 4 5
8. The team puts the goals and needs of the team ahead of our personal agenda.
1 2 3 4 5
Add your responses to determine your Total Score ___
Total score is 8 - 15
Your team has a lot of work to do. When you're faced with a situation such as yours, it's almost impossible to achieve good results or deliver your promises. Perhaps yours is a new team which is just getting started. But maybe you've been at it for a long time and there's more baggage under the table than out in the open. In either case, get to work soon.
Best Year Yet is designed to get issues out in the open and to make sure everyone is heard in the process. Most importantly you need a Strategic Plan to focus and motivate your people. During the Best Year Yet Workshop there are Ground Rules to ensure an environment of safety and good common sense. The team works on its Lessons, puts the hidden issues to rest and then aligns on their Strategic Plan for the next 12 months. But it doesn't stop there. The team Best Year Yet day is followed by a half day in which each member of your team creates his personal strategic plan incorporating personal and professional goals aligned with the team plan. Each month we meet to make sure that everyone is doing their part to achieve the plan, make needed corrections and then move on developing new behaviors and producing a new level of results.
Total score is 16 - 24
Your team is doing better than some. But, as you know, it's difficult to work in an atmosphere in which trust and co-operation are lacking. It's impossible to generate real growth in the absence of a Strategic Plan. It is possible to transform your business, to raise this score and to become a top company again. But until there is FOCUS, ALIGNMENT and MOTIVATION, you're not going to move forward.Best Year Yet is designed to get hidden issues out in the open while making sure everyone is heard in the process. During the Workshop there are Ground Rules to ensure an environment of safety and good common sense. The team works on its Lessons, puts the hidden issues to rest and aligns on their Strategic Plan for the next 12 months. And we don't stop until there is genuine ALIGNMENT and enthusiasm for the plan. But it doesn't stop there. The team Best Year Yet day is followed by a half day in which each member of your team creates his personal strategic plan incorporating personal and professional goals aligned with the team plan. Each month we'll meet to make sure that everyone is doing their part to achieve the plan, make needed corrections and then move forward developing new behaviors and producing a new level of results.
Total score is 25 - 32
We strongly recommend that you consider the Best Year Yet program to accomplish this next step. The workshop and follow-up process are designed to get these issues out in the open while making sure everyone is heard. During the Workshop there are Ground Rules to ensure an environment of safety and good common sense. The team works on its lessons, puts the hidden issues to rest and aligns on their Strategic Plan for the next 12 months. And we don't stop until everyone is ALIGNED with this plan. But it doesn't stop there. The team Best Year Yet day is followed by a half day in which each member of your team creates his personal strategic plan incorporating personal and professional goals aligned with the team plan. Each month we'll meet to make sure that everyone is doing their part to achieve the plan, make needed corrections and then move on developing new behaviors and producing a new level of results.
Total score is 33 - 40
Congratulations! Your team is near peak performance. You have a gift, so do your best to appreciate it and use it. But don't get complacent. If you've achieved so much already, imagine what's possible. And no business in the current economic environment can afford to relax for a minute. If you choose to use the Best Year Yet program, you'll give yourself the best possible chance to reach new levels of performance and enjoyment. Given your current development, this could be perfect for you. It takes only one day to define your next set of lessons, rid yourselves of limiting assumptions and ALIGN on your next mountain to climb! But it doesn't stop there. The team Best Year Yet day is followed by a half day in which each member of your team creates his or her personal strategic plan incorporating personal and professional goals aligned with the team plan. Each month we'll meet to make sure that everyone is doing their part to achieve the plan, make needed corrections and then move on developing new behaviors and producing a new level of result.
For more information on the benefits of the Best Year Yet individual, team and organization-wide Programs, contact donna.king@bestyearyet.com.
Friday, March 12, 2010
Play the Game!
Producing Results is one of the most amazing experience of life! It doesn't matter if it is reaching a financial goal, getting that promotion, landing a huge sale, losing weight, exercising, writing a book, doing yoga everyday or hitting your fund raising target! If you measure it, you can make it happen by playing the game.
Here are the ONLY rules of the game:
Know exactly what you want!
Know exactly how you’re doing – always!
That’s all there is to playing the game. Just following these two rules with as much focus and discipline as you can possible manage.
Know exactly what you want
For example, if the sales target for your business is $5,000 a month, you already know exactly what you want! So you’re following the first rule.
Now say it’s the 10th of the month, and you know your sales so far are 1,500 exactly. You’re also following the second rule.
Know exactly what you want. $5,000 a month in sales
Know exactly how you’re doing – always! $1,500
Sometimes the first rule takes a while because we haven't taken the time to figure out the exact target. We may say "more money" or "more enrollments" "more exercise". That's natural--- we all want more these days, don't we? Problem is that's not playing the game, and it doesn't lead to producing the results you want and need.
Start playing the game with just one result until you get the hang of it. Take the time to choose the target-- exactly what you want! It can be a bit of a stretch because that always adds to the excitement and thrill of achievement when you get there. Up to you. If you work with others, get together and decide your exact target.
The second rule is a bit trickier because there are some strong limiting beliefs that keep us from following this one:
I'm afraid what I'll find out when I check -- better not to know.
Who's got time to stop and figure out exactly where I am.
I think were probably at about $2,000, not sure.
I've got more urgent things to do now.
Notice those beliefs and then just grab yourself by the collar and move to task of finding out exactly how you are doing.
Above all, don't forget the "always" part. Keep your records up to date so that you're always following the second rule. If your boss was to call you in the middle of the night and ask you "how much money have we raised to date?" would you be able to say exactly how you are doing?
Now for the FUN part...
Make the game FUN to play. Design a game to track exactly what you want and exactly how you are doing. Be creative --- charts, pictures, board games. Add some friendly competition and see what happens. Amazing how well you do when you are seeing your own progress and you have some positive peer pressure!
Adapted from article written by Jinny Ditzler, founder of BEST YEAR YET PROGRAM
For more information on personal, team and organization-wide programs email donna.king@bestyearyet.com.BEST YEAR YET will help you close the gap between planning and performance! You can be focused, aligned, and producing results, year after year!
Here are the ONLY rules of the game:
Know exactly what you want!
Know exactly how you’re doing – always!
That’s all there is to playing the game. Just following these two rules with as much focus and discipline as you can possible manage.
Know exactly what you want
For example, if the sales target for your business is $5,000 a month, you already know exactly what you want! So you’re following the first rule.
Now say it’s the 10th of the month, and you know your sales so far are 1,500 exactly. You’re also following the second rule.
Know exactly what you want. $5,000 a month in sales
Know exactly how you’re doing – always! $1,500
Sometimes the first rule takes a while because we haven't taken the time to figure out the exact target. We may say "more money" or "more enrollments" "more exercise". That's natural--- we all want more these days, don't we? Problem is that's not playing the game, and it doesn't lead to producing the results you want and need.
Start playing the game with just one result until you get the hang of it. Take the time to choose the target-- exactly what you want! It can be a bit of a stretch because that always adds to the excitement and thrill of achievement when you get there. Up to you. If you work with others, get together and decide your exact target.
The second rule is a bit trickier because there are some strong limiting beliefs that keep us from following this one:
I'm afraid what I'll find out when I check -- better not to know.
Who's got time to stop and figure out exactly where I am.
I think were probably at about $2,000, not sure.
I've got more urgent things to do now.
Notice those beliefs and then just grab yourself by the collar and move to task of finding out exactly how you are doing.
Above all, don't forget the "always" part. Keep your records up to date so that you're always following the second rule. If your boss was to call you in the middle of the night and ask you "how much money have we raised to date?" would you be able to say exactly how you are doing?
Now for the FUN part...
Make the game FUN to play. Design a game to track exactly what you want and exactly how you are doing. Be creative --- charts, pictures, board games. Add some friendly competition and see what happens. Amazing how well you do when you are seeing your own progress and you have some positive peer pressure!
Adapted from article written by Jinny Ditzler, founder of BEST YEAR YET PROGRAM
For more information on personal, team and organization-wide programs email donna.king@bestyearyet.com.BEST YEAR YET will help you close the gap between planning and performance! You can be focused, aligned, and producing results, year after year!
Saturday, March 6, 2010
10 tips on gaining confidence in yourself!
We are all human and have flaws. Even if your physical appearance, unique personality, or social skills aren't what you wish they were, that doesn't have to stop you from being confident. You are beautiful inside and out so you should love yourself unconditionally. The following are some tips on how to be confident and believe in yourself.
1.Make a list of special talents you have, or things you do that are good; morally or otherwise. Focusing on your attributes helps distract you from those parts of yourself that you think are flawed. It doesn't have to be a specific skill or activity either; it can be an approach or an attitude that you champion through life. Do you always make it to meetings early? Are you a very patient teacher? Do you always see the positive side of things? Are you always there for your family?
2.Find your passion. Whether it's kickboxing, music, art, or coaching, you will feel confident pursuing that endeavor by recognizing what you enjoy doing the most. More importantly, you'll be enjoying your progress.
3.Live your values. Identify your fundamental beliefs and work towards living the values that are important to YOU! Choose a role model, whether someone close to you, or someone famous. Think of the qualities and values that the role model displays, whether physical, moral, and/or spiritual. Develop those.
4.Don't think about yourself too much. Try not to focus negatively on how you come across or how others may perceive you. Instead, focus more on making other people happy and that will build your confidence as other people start enjoying your company.
5.Know that you have important things to say and do. When you feel strongly about something, speak loudly and clearly and make eye contact with people. Be yourself. Accept compliments gracefully. Don't roll your eyes and say, "Yeah, right". Take it to heart and respond positively with a "Thank you" and a smile.
6.Take care of yourself. Eat a healthy diet. Don't abuse your body, don't overload it, and don't deny it any of the things it needs. At the same time, don't obsess. Buying all the latest “miracle products” and makeup will not bring you closer to whom you want to be. Confidence comes from within. Take the time to reflect on your life and do some emotional maintenance. In order to be truly confident, you absolutely must value yourself and understand that your well-being is important.
7.Work out. This is a real fast change. Go to the gym, walk, stretch! Gain awareness of who you are, and not to be afraid of it. That's the real confidence. Getting exercise can boost your confidence amazingly. Not only will it give you more energy throughout the day, but being in good shape will make you feel more "confident" to talk to others.
8.Stick up for yourself. If people put you down (and not in a good-natured, joking way), then let them know that their opinion of you is not held by everyone—most of all yourself. This may, at first, be hard to do. But once you stick up for yourself a few times, your confidence builds and you get more adept at it.
9.Celebrate your individuality. If you know you've got something special or different, then embrace it; don't hide it! You may wish that you were taller, or shorter, skinnier, stronger, whatever the case may be. But you need to realize that, if you were like everyone else, then you wouldn't be who you are. "What am I?" you ask; the answer's easy: You're a unique individual who is capable of growing and learning.
10.Take action. It is surprising how powerful the simple step of taking an action can be. And the action you take need not be something extravagant or grand. It could be something as simple as tackling a task that you have been procrastinating, such as writing a letter or tidying up that corner of the garage that has been out of control for the last several months. It could also be something as interesting as taking a class in yoga, cooking, gardening, learn French, anything that interests you that you haven't done yet. Whether large or small, business or personal, action brings on exhilaration, enthusiasm, and the confidence that other things can be done as well.
Believe in who you are!
Best to YOU,
Donna King
For information on personal Best Year Yet Program and coaching contact donna.king@bestyearyet.com Want to create a plan that you can track online" Its Easy! Register here.
1.Make a list of special talents you have, or things you do that are good; morally or otherwise. Focusing on your attributes helps distract you from those parts of yourself that you think are flawed. It doesn't have to be a specific skill or activity either; it can be an approach or an attitude that you champion through life. Do you always make it to meetings early? Are you a very patient teacher? Do you always see the positive side of things? Are you always there for your family?
2.Find your passion. Whether it's kickboxing, music, art, or coaching, you will feel confident pursuing that endeavor by recognizing what you enjoy doing the most. More importantly, you'll be enjoying your progress.
3.Live your values. Identify your fundamental beliefs and work towards living the values that are important to YOU! Choose a role model, whether someone close to you, or someone famous. Think of the qualities and values that the role model displays, whether physical, moral, and/or spiritual. Develop those.
4.Don't think about yourself too much. Try not to focus negatively on how you come across or how others may perceive you. Instead, focus more on making other people happy and that will build your confidence as other people start enjoying your company.
5.Know that you have important things to say and do. When you feel strongly about something, speak loudly and clearly and make eye contact with people. Be yourself. Accept compliments gracefully. Don't roll your eyes and say, "Yeah, right". Take it to heart and respond positively with a "Thank you" and a smile.
6.Take care of yourself. Eat a healthy diet. Don't abuse your body, don't overload it, and don't deny it any of the things it needs. At the same time, don't obsess. Buying all the latest “miracle products” and makeup will not bring you closer to whom you want to be. Confidence comes from within. Take the time to reflect on your life and do some emotional maintenance. In order to be truly confident, you absolutely must value yourself and understand that your well-being is important.
7.Work out. This is a real fast change. Go to the gym, walk, stretch! Gain awareness of who you are, and not to be afraid of it. That's the real confidence. Getting exercise can boost your confidence amazingly. Not only will it give you more energy throughout the day, but being in good shape will make you feel more "confident" to talk to others.
8.Stick up for yourself. If people put you down (and not in a good-natured, joking way), then let them know that their opinion of you is not held by everyone—most of all yourself. This may, at first, be hard to do. But once you stick up for yourself a few times, your confidence builds and you get more adept at it.
9.Celebrate your individuality. If you know you've got something special or different, then embrace it; don't hide it! You may wish that you were taller, or shorter, skinnier, stronger, whatever the case may be. But you need to realize that, if you were like everyone else, then you wouldn't be who you are. "What am I?" you ask; the answer's easy: You're a unique individual who is capable of growing and learning.
10.Take action. It is surprising how powerful the simple step of taking an action can be. And the action you take need not be something extravagant or grand. It could be something as simple as tackling a task that you have been procrastinating, such as writing a letter or tidying up that corner of the garage that has been out of control for the last several months. It could also be something as interesting as taking a class in yoga, cooking, gardening, learn French, anything that interests you that you haven't done yet. Whether large or small, business or personal, action brings on exhilaration, enthusiasm, and the confidence that other things can be done as well.
Believe in who you are!
Best to YOU,
Donna King
For information on personal Best Year Yet Program and coaching contact donna.king@bestyearyet.com Want to create a plan that you can track online" Its Easy! Register here.
Thursday, March 4, 2010
4 ways to transform your Toxic workplace!
Heavy workloads, stress, a competitive atmosphere, a few bad seeds — whatever the cause, working in a toxic environment is unpleasant at best and excruciating at worst. Here are three ways you can begin to make positive change:
Start talking. Perform one-on-one, confidential interviews with employees. Give them the space to vent, and then engage them in solving the problems they've raised.
Be helpful, not forceful. Help employees think through the issues, but don't tell them what to do. Allow employees to take personal responsibility for making things better.
Don't just talk — change. Make a pledge to turn complaints into commitments. You gain employees' trust by showing them you are listening and making changes based on what you heard.
Create a partnership within your organization. Managers partnered with staff, enabling commitments to work. Accountability involved ongoing conversations, regular staff meetings, and consistent performance management, creating new habits over time. These behaviors became the "new normal."
Positive workplaces are possible. Are you ready for your Best Year Yet?
The Best Year Yet Program is a highly effective Team planning, execution and performance improvement program that delivers consistent and measurable results. This success implementation system tracks progress towards achieving critical goals throughout the year while helping quickly achieve significant changes in team’s Attitudes, Actions and Accountability. For more information contact donna.king@bestyearyet.com.
Donna King, Results Coach and Best Year Yet Facilitator
Today's tip adapted from "Does Your Office need an Intervention? Harvard Business Review.
Start talking. Perform one-on-one, confidential interviews with employees. Give them the space to vent, and then engage them in solving the problems they've raised.
Be helpful, not forceful. Help employees think through the issues, but don't tell them what to do. Allow employees to take personal responsibility for making things better.
Don't just talk — change. Make a pledge to turn complaints into commitments. You gain employees' trust by showing them you are listening and making changes based on what you heard.
Create a partnership within your organization. Managers partnered with staff, enabling commitments to work. Accountability involved ongoing conversations, regular staff meetings, and consistent performance management, creating new habits over time. These behaviors became the "new normal."
Positive workplaces are possible. Are you ready for your Best Year Yet?
The Best Year Yet Program is a highly effective Team planning, execution and performance improvement program that delivers consistent and measurable results. This success implementation system tracks progress towards achieving critical goals throughout the year while helping quickly achieve significant changes in team’s Attitudes, Actions and Accountability. For more information contact donna.king@bestyearyet.com.
Donna King, Results Coach and Best Year Yet Facilitator
Today's tip adapted from "Does Your Office need an Intervention? Harvard Business Review.
Wednesday, March 3, 2010
It's Time to Celebrate! The Results are Worth it!
Finally. It’s 7:00 p.m. and the entire team has worked since 7:00 a.m. to put the final touches on the project you have all been working on for the past month. And it is done. On time. What a relief! It has been a difficult job with many roadblocks but somehow, when push came to shove, you and your team found a way to get it done.
Congratulations!
Now here is the critical question: What will you do next?
Unfortunately, for most of us in this deadline-driven, goal-focused, understaffed and overworked world, the answer is an automatic “Well, I’ll move on to the next project that is behind schedule and off track – as soon as I get a good night’s sleep.”
STOP!!! TIME OUT!!!
You have just ignored a major opportunity to increase your productivity and effectiveness, boost your morale and everyone else’s, and enhance your chances for a promotion, a bonus, or a nice raise when the time comes. You need to celebrate your success!
The celebration of success is becoming an endangered activity as today’s workforce is under more pressure to do more with less. There is less money to spend on recognition and less time to allow for parties, retreats, or time off. But that doesn’t mean we can eliminate celebration from our work cycle. It serves a critical role in the ongoing success of a work team by providing:
• Personal satisfaction
• Enhanced team pride
• Lessons for the future
• Documentation
Personal Satisfaction
Our own morale requires a boost in order to keep going. Taking the time to thank those who contributed to the success of a project provides a sense of satisfaction that one’s efforts have been noticed and recognized. It serves to re-fuel our energy and ensure that we will work together well in the future.
Enhanced Team Pride
A team with a record of success approaches its next project with an enhanced spirit of drive and a conviction of its ability to achieve and exceed its goals. However, success is not success unless it is celebrated as such. Without a celebration, the act of achieving a goal, reaching a deadline, or overcoming an insurmountable obstacle is perceived as “just doing my job.”
Lessons for the Future
An effective celebration should include an analysis of the success. Why did we pull this off? What did we do to make it happen? What specific actions, decisions, interactions, or changes made the difference? This discussion will almost always uncover a few things we SHOULDN’T do again – mistakes we made, wrong turns we took, etc. These too should be acknowledged and recorded, but remember to focus on what went right. Recognizing what worked will help a team repeat its success in the future.
Documentation
It’s kind of like the tree falling in the forest: If a team succeeds and the boss doesn’t know it, was it really a success? It’s important to document any success “for the record.” Be sure employee files are noted, supervisors are informed, and next-level managers hear about the details of the success and the names of those involved. This can even be a very effective part of the celebration itself.
Celebrating on a Shoestring
So how can you celebrate when you have no money and little time? First, by keeping your focus on the four objectives described above: personal satisfaction, enhanced team pride, lessons for the future, and documentation. None of these elements REQUIRE money, and they can be accomplished in a very short time frame. Second, by believing that the time spent in celebration will reap a reward far beyond the hour or two involved. Third, by building celebration into every team plan.
As for specific ideas, here is a short list:
• Hold a celebration meeting (with food, of course) and invite the boss.
• Debrief the group by making a list of “How we did it.”
• Give a hand-written thank you to each team member.
• Send an email to senior management, detailing the success and the individuals involved, and send a copy to the team.
• Make a poster with details of the success. Hang it where team members AND non-team members can see it.
• Post blue ribbons, gold stars, or helium balloons at team members’ workspaces.
Do not discount silly, inexpensive rewards, even for the most highly educated, professional team. Recognition matters. The team knows the financial situation, and if you are sincere, any sign of appreciation means a great deal. A great resource for many more ideas is the book 1001 Ways to Reward Employees by Bob Nelson. However, you will find that once you build celebration into your routine, you and your team will be the best resources for creative ways to celebrate each new success.
So go ahead and get that good night’s sleep, but the first item on your plan for tomorrow is CELEBRATION!
Special THANKS to Karen Morey, my partner, mentor and coach for reminding us of this important lesson in the cycle of productivity.
For information on how the Best Year Yet Program helps individuals, Teams and Organizations achieve success, email donna.king@bestyearyet.com.
Interested in self-coaching ONLINE Success program? Click here
Congratulations!
Now here is the critical question: What will you do next?
Unfortunately, for most of us in this deadline-driven, goal-focused, understaffed and overworked world, the answer is an automatic “Well, I’ll move on to the next project that is behind schedule and off track – as soon as I get a good night’s sleep.”
STOP!!! TIME OUT!!!
You have just ignored a major opportunity to increase your productivity and effectiveness, boost your morale and everyone else’s, and enhance your chances for a promotion, a bonus, or a nice raise when the time comes. You need to celebrate your success!
The celebration of success is becoming an endangered activity as today’s workforce is under more pressure to do more with less. There is less money to spend on recognition and less time to allow for parties, retreats, or time off. But that doesn’t mean we can eliminate celebration from our work cycle. It serves a critical role in the ongoing success of a work team by providing:
• Personal satisfaction
• Enhanced team pride
• Lessons for the future
• Documentation
Personal Satisfaction
Our own morale requires a boost in order to keep going. Taking the time to thank those who contributed to the success of a project provides a sense of satisfaction that one’s efforts have been noticed and recognized. It serves to re-fuel our energy and ensure that we will work together well in the future.
Enhanced Team Pride
A team with a record of success approaches its next project with an enhanced spirit of drive and a conviction of its ability to achieve and exceed its goals. However, success is not success unless it is celebrated as such. Without a celebration, the act of achieving a goal, reaching a deadline, or overcoming an insurmountable obstacle is perceived as “just doing my job.”
Lessons for the Future
An effective celebration should include an analysis of the success. Why did we pull this off? What did we do to make it happen? What specific actions, decisions, interactions, or changes made the difference? This discussion will almost always uncover a few things we SHOULDN’T do again – mistakes we made, wrong turns we took, etc. These too should be acknowledged and recorded, but remember to focus on what went right. Recognizing what worked will help a team repeat its success in the future.
Documentation
It’s kind of like the tree falling in the forest: If a team succeeds and the boss doesn’t know it, was it really a success? It’s important to document any success “for the record.” Be sure employee files are noted, supervisors are informed, and next-level managers hear about the details of the success and the names of those involved. This can even be a very effective part of the celebration itself.
Celebrating on a Shoestring
So how can you celebrate when you have no money and little time? First, by keeping your focus on the four objectives described above: personal satisfaction, enhanced team pride, lessons for the future, and documentation. None of these elements REQUIRE money, and they can be accomplished in a very short time frame. Second, by believing that the time spent in celebration will reap a reward far beyond the hour or two involved. Third, by building celebration into every team plan.
As for specific ideas, here is a short list:
• Hold a celebration meeting (with food, of course) and invite the boss.
• Debrief the group by making a list of “How we did it.”
• Give a hand-written thank you to each team member.
• Send an email to senior management, detailing the success and the individuals involved, and send a copy to the team.
• Make a poster with details of the success. Hang it where team members AND non-team members can see it.
• Post blue ribbons, gold stars, or helium balloons at team members’ workspaces.
Do not discount silly, inexpensive rewards, even for the most highly educated, professional team. Recognition matters. The team knows the financial situation, and if you are sincere, any sign of appreciation means a great deal. A great resource for many more ideas is the book 1001 Ways to Reward Employees by Bob Nelson. However, you will find that once you build celebration into your routine, you and your team will be the best resources for creative ways to celebrate each new success.
So go ahead and get that good night’s sleep, but the first item on your plan for tomorrow is CELEBRATION!
Special THANKS to Karen Morey, my partner, mentor and coach for reminding us of this important lesson in the cycle of productivity.
For information on how the Best Year Yet Program helps individuals, Teams and Organizations achieve success, email donna.king@bestyearyet.com.
Interested in self-coaching ONLINE Success program? Click here
Tuesday, March 2, 2010
Celebrate your Successes!
Why is it so hard for us to take the time to celebrate our accomplishments? Why don’t we make the time? Why can’t we can’t drag our focus away from the every day tasks long enough to feel good about what we have done well? Do we think we are so self motivated that we don’t need some silly celebration to recognize our achievements? Sound familiar?
And yet, we pay a price for passing up the chance to feel rewarded. We feel so beaten down that we find it hard to remember the good news of the day, much less a week ago. We find ourselves feeling frustrated, discouraged and unsuccessful. We wonder if anyone even knows how hard we are working. So how can we change our behavior? Be a celebration champion!
With the influence of a disciplined advocate, the rest of the team begins to develop celebration habits also. The champion keeps insisting on asking the “What do you feel GOOD about?” questions, and passes the good news on to others. He/she finds creative ways to celebrate milestone achievements and refuses to accept the excuses others give for skipping out on celebrations. Go ahead! Be the Celebration Champion!
Do you have ideas on how how to celebrate your accomplishments?
And yet, we pay a price for passing up the chance to feel rewarded. We feel so beaten down that we find it hard to remember the good news of the day, much less a week ago. We find ourselves feeling frustrated, discouraged and unsuccessful. We wonder if anyone even knows how hard we are working. So how can we change our behavior? Be a celebration champion!
With the influence of a disciplined advocate, the rest of the team begins to develop celebration habits also. The champion keeps insisting on asking the “What do you feel GOOD about?” questions, and passes the good news on to others. He/she finds creative ways to celebrate milestone achievements and refuses to accept the excuses others give for skipping out on celebrations. Go ahead! Be the Celebration Champion!
Do you have ideas on how how to celebrate your accomplishments?
Sunday, February 28, 2010
Five tips on how to “Keep your eye on the Plan!”
We all know that creating the strategic plan is only the beginning. You have to implement the plan and you are convinced it will be no easy task. How can you keep yourself and the team focused on the goals you agreed will make the difference? How can you make sure the routines and crises of your regular business don’t wash away your resolve to move ahead? This is an ever-present challenge for every team leader, so we have been observing the behavior of one of our clients – a team which, in their second year of a Best Year Yet plan, has exhibited a higher-than-usual level of focus and therefore success with their plan. What exactly is their leader doing to make sure they all “keep their eye on the plan?”
Make sure the plan represents the team’s true priorities.
Too often, an annual plan is treated as “a list of the things we want to do if we get a chance when the regular work is done.” Such a plan is doomed to end up on the shelf. To avoid this fate, our client made it clear to his team that this is the only plan they will be working, so the true priorities had better be on it. This understanding didn’t come quickly or easily, and the plan was revised several times in the first year, as the team’s understanding grew.
Make the plan a living, working document, always in sight and always being discussed.
The annual plan was hand-written on a laminated poster and hung on the wall for all to see. When the goals changed, so did the poster. The team leader made the plan the only agenda for his weekly team meetings: what progress has been made this week? What are the obstacles? How are you handling them? What will you do next week?
Choose carefully the milestones to be tracked and measured.
“What gets measured is what gets done.” The team examined the measurements they were already tracking and discontinued those that were not related to the plan. They added measurement tools to track the progress toward their goals – closed sales, customer service issues, revenue targets, product upgrades, new installations – and posted them in plain sight throughout the offices.
Meet monthly, no matter what, and hold team members accountable for specific progress.
The team leader sends a clear message when the monthly plan review meetings are mandatory and take precedence over everything else on the schedule. Client appointments, sales calls, doctor visits, even vacation days are scheduled around the team’s monthly meetings. During the meetings, team members celebrate each other’s successes and strategize together about ways to overcome obstacles, but no one is allowed to be vague about where things stand.
Set the example through your own talk and actions.
The team leader disciplines himself to stay focused on his own accountabilities in the plan and to talk about his own struggles to continually prioritize his work. He is fully present at every meeting and reports honestly when he has not done what he committed to.
There are many ways a team leader can unintentionally send the message to his/her team that “moving forward on this plan is less important than…” whatever the crisis of the day is. Is it easy to avoid that pitfall? Of course not! But by sticking to the steps listed above, our client and his team have shifted significantly the culture of the company and have achieved dramatic revenue targets that seemed beyond reach one year ago.
BEST YEAR YET will help you close the gap between planning and performance! You can be focused, aligned, and producing results, year after year! For information on personal, team and organizational Best Year Yet Programs, email Donna.King@bestyearyet.com
Make sure the plan represents the team’s true priorities.
Too often, an annual plan is treated as “a list of the things we want to do if we get a chance when the regular work is done.” Such a plan is doomed to end up on the shelf. To avoid this fate, our client made it clear to his team that this is the only plan they will be working, so the true priorities had better be on it. This understanding didn’t come quickly or easily, and the plan was revised several times in the first year, as the team’s understanding grew.
Make the plan a living, working document, always in sight and always being discussed.
The annual plan was hand-written on a laminated poster and hung on the wall for all to see. When the goals changed, so did the poster. The team leader made the plan the only agenda for his weekly team meetings: what progress has been made this week? What are the obstacles? How are you handling them? What will you do next week?
Choose carefully the milestones to be tracked and measured.
“What gets measured is what gets done.” The team examined the measurements they were already tracking and discontinued those that were not related to the plan. They added measurement tools to track the progress toward their goals – closed sales, customer service issues, revenue targets, product upgrades, new installations – and posted them in plain sight throughout the offices.
Meet monthly, no matter what, and hold team members accountable for specific progress.
The team leader sends a clear message when the monthly plan review meetings are mandatory and take precedence over everything else on the schedule. Client appointments, sales calls, doctor visits, even vacation days are scheduled around the team’s monthly meetings. During the meetings, team members celebrate each other’s successes and strategize together about ways to overcome obstacles, but no one is allowed to be vague about where things stand.
Set the example through your own talk and actions.
The team leader disciplines himself to stay focused on his own accountabilities in the plan and to talk about his own struggles to continually prioritize his work. He is fully present at every meeting and reports honestly when he has not done what he committed to.
There are many ways a team leader can unintentionally send the message to his/her team that “moving forward on this plan is less important than…” whatever the crisis of the day is. Is it easy to avoid that pitfall? Of course not! But by sticking to the steps listed above, our client and his team have shifted significantly the culture of the company and have achieved dramatic revenue targets that seemed beyond reach one year ago.
BEST YEAR YET will help you close the gap between planning and performance! You can be focused, aligned, and producing results, year after year! For information on personal, team and organizational Best Year Yet Programs, email Donna.King@bestyearyet.com
Saturday, February 27, 2010
The 3rd Dysfunction of a Team: Lack of Commitment. In the context of a team, commitment is a function of two things: clarity and buy-in. ~Patrick Lencioni
As I prepare for our next "Best Year Yet" Planning session, I came across some reading and have highlighted some points worth sharing. Commitment in a team is about making definite decisions regarding a specific course of action and obtaining the complete buy in of all members to move forward. In other words, gaining the team members’ “commitment” to move forward. This isn’t as easy as it sounds.
In the book, the Five Dysfunctions of a Team, lack of commitment is the third dysfunction. According to author, Patrick Lencioni, “the two greatest causes of the lack of commitment are the desire for consensus and the need for certainty.”
Consensus
Great teams understand the importance of letting everyone on the team voice their opinions. When someone harbors doubts about a decision and doesn’t have a chance to voice his or her concerns, it may seem as though the team has reached agreement, but in reality, those who have not been heard may be unwilling to support the decision made. It’s important to understand that reasonable human beings do not need to get their own way in order to support a decision, but their opinions must be heard and considered. Only then can you ask everyone to align with and commit to a course of action.
Certainty
You’ve heard of the old saying, paralysis by analysis? Dysfunctional teams may try to hedge their bets, waiting until they have enough information to feel certain they are making the right decision. Teams that over analyze may feel they are working hard at the problem, but if a course of action isn’t decided upon, the team is not going to reach a level of commitment to solve the problem.
Ironically, in most cases, all the information a team needs to make a decision is in the hearts and minds of its members. It is only through constructive, open debate where all team members are encouraged to offer their opinions and perspectives that the team can commit to a decision – knowing they have tapped into the wisdom of the entire group.
Tools To Promote Commitment
1. Let it be known that any decision is better than no decision. If a selected course of action proves to be in error, a good leader quickly cuts his or her losses and corrects the course of action without pointing fingers or placing blame. In this way, the team builds a level of trust and confidence in their decision making and commits to take action far more quickly than those teams who are fearful of the repercussions of making the wrong decision.
2. Spend the last few minutes of a team meeting reviewing the decisions made and agreeing on what needs to be communicated to others in the organization. During this exercise team members often find they aren’t on the same page about what they have agreed upon. It’s worth the extra time to clarify specific outcomes before moving ahead.
3. Agree upon a deadline by which decisions must be made. Deadlines for intermediate decisions and milestones are just as important as final deadlines because they allow the team to identify and address any misalignments before it’s too late.
4. Play worst-case scenario. Discussing contingencies and spelling out the worst-case scenario can reduce the fear associated with making an important decision.
A team that establishes a high level of trust, a willingness to constructively and sensitively address conflict, and seeks to reach commitment, is well on its way to eliminating dysfunction.
For more information on team-building and Best Year Yet programs, email donna.king@bestyearyet.com
In the book, the Five Dysfunctions of a Team, lack of commitment is the third dysfunction. According to author, Patrick Lencioni, “the two greatest causes of the lack of commitment are the desire for consensus and the need for certainty.”
Consensus
Great teams understand the importance of letting everyone on the team voice their opinions. When someone harbors doubts about a decision and doesn’t have a chance to voice his or her concerns, it may seem as though the team has reached agreement, but in reality, those who have not been heard may be unwilling to support the decision made. It’s important to understand that reasonable human beings do not need to get their own way in order to support a decision, but their opinions must be heard and considered. Only then can you ask everyone to align with and commit to a course of action.
Certainty
You’ve heard of the old saying, paralysis by analysis? Dysfunctional teams may try to hedge their bets, waiting until they have enough information to feel certain they are making the right decision. Teams that over analyze may feel they are working hard at the problem, but if a course of action isn’t decided upon, the team is not going to reach a level of commitment to solve the problem.
Ironically, in most cases, all the information a team needs to make a decision is in the hearts and minds of its members. It is only through constructive, open debate where all team members are encouraged to offer their opinions and perspectives that the team can commit to a decision – knowing they have tapped into the wisdom of the entire group.
Tools To Promote Commitment
1. Let it be known that any decision is better than no decision. If a selected course of action proves to be in error, a good leader quickly cuts his or her losses and corrects the course of action without pointing fingers or placing blame. In this way, the team builds a level of trust and confidence in their decision making and commits to take action far more quickly than those teams who are fearful of the repercussions of making the wrong decision.
2. Spend the last few minutes of a team meeting reviewing the decisions made and agreeing on what needs to be communicated to others in the organization. During this exercise team members often find they aren’t on the same page about what they have agreed upon. It’s worth the extra time to clarify specific outcomes before moving ahead.
3. Agree upon a deadline by which decisions must be made. Deadlines for intermediate decisions and milestones are just as important as final deadlines because they allow the team to identify and address any misalignments before it’s too late.
4. Play worst-case scenario. Discussing contingencies and spelling out the worst-case scenario can reduce the fear associated with making an important decision.
A team that establishes a high level of trust, a willingness to constructively and sensitively address conflict, and seeks to reach commitment, is well on its way to eliminating dysfunction.
For more information on team-building and Best Year Yet programs, email donna.king@bestyearyet.com
Saturday, February 6, 2010
The power of a "Thank You"
“Thank yous” are under-rated! – “Thank yous” are simple, powerful and rewarding. If you are like me, someone who strives to help others succeed, it is especially meaningful when you are the one receiving the praise. As a business coach and program facilitator for the Best Year Yet success system, I teach people how important appreciating successes and accomplishments are to the cycle of productivity. Some of us are idea people; some are great at executing and making things happen while others just want to get over that finish line. The truth is that we all benefit from celebrating successes. It is restorative, motivating and energizing. I was reminded of this today when I was given a warm and authentic THANKS from a group of peers at the Heartland Coaches Association monthly meeting. Having creative marketing expertise, I volunteered my services to become the HCA web site manager and was able to make progress and improvements to get the site to the next level for our members. I was not only honored to be able to make the contribution to such a beneficial professional association, but I was equally pleased to be recognized for doing something I enjoy. The time investment and the value given were well worth it. I thank the Heartland Coaches Association for recognizing that even Coaches need a THANK YOU! So, never underestimate the power of a “Thank you”. Go ahead; pay forward by acknowledging someone you appreciate!
Thank YOU,
Donna Wood King
Business Coach & Creative Marketing Consultant
Thank YOU,
Donna Wood King
Business Coach & Creative Marketing Consultant
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