Leaders developing leaders.

Goals

Just Two Things

The way to get started is to quit talking and begin doing.
– Walt Disney

Why “Two Things” you ask? 

  • We’d like you to pick ONE thing (event, process, etc) that worked well for you/your organization in 2019 and will likely continue to add value in 2020. Don’t lose sight of it!
  • Next, pick ONE thing that you will change to make 2020 more successful

The change could be related to you as an individual, or for your team/organization. Some things to consider:

From an individual perspective:

  • Where do you want to be more impactful? (personally or professionally)
  • What development area(s) would help most with your growth? (financially or intellectually)
  • Are there relationships that need to be developed or enhanced?
  • Does communication need to be addressed – is it insufficient or lacking clarity?
  • Are you committed to being a continual learner?
  • How’s your home/work balance?

From an organizational perspective, do your colleagues/direct reports:

  • Trust one another?
  • Engage in healthy conflict?
  • Commit to decisions?
  • Hold one another accountable?
  • Focus on achieving collective results?
  • Does the work culture support the agile mind-set?
  • Is risk taking encouraged?
  • Are differences (values/cultural/strengths/behaviors) recognized, appreciated, and valued?

It all starts with awareness, goals, and taking action. What do you have planned for 2020? How are going to make your plans real? Are there any barriers preventing you from succeeding? What or who could help?

Wishing you success in 2020!

Do what you can with all you have, wherever you are.
– Theodore Roosevelt

Black, White or Grey Leadership?

Black and white thinking is the tendency to think in extremes

Have you ever been told your thinking was too black and white? That your mind-set was limited? That finding middle ground with you was difficult? That grey areas DID exist? Have you ever been called an extremist? Or that it’s okay to incorporate “maybe” or “possibly” into your vocabulary?

On the favorable side, it’s said that black and white thinkers are “great resources for personal growth and understanding”. Also, that they drive results and are needed for goal attainment.

As with any style or behavior, over-using a strength can result in a weakness.

Rebecca Joy Stanborough, MFA suggests being aware of our usage of certain words. How often do you say:

  • always
  • never
  • impossible
  • disaster
  • furious
  • ruined
  • perfect

If over-used, she shares that not only can you sabotage your career and relationships, but your physical and mental health may suffer as well. Wow!

Enter the grey area. Effective leadership includes building relationships, supporting goals, driving results, and seeking advice when needed, while also taking into account what’s good for your work culture, the people, and your organization.

Author Jody Maberry says: If you are a leader, working in the gray is your new normal.

Do you agree?

Black-and-white thinking leaders are typically those who value processes and production over the individual concerns of the people.—Fred Jakoby, MA

Goals and Measures – Keys To Success

People with goals succeed because they know where they are going.
–Earl Nightingale

We’ve discussed how VISION statements are dreams or aspirations that provide direction and also how MISSION statements provide us with clarity and personalize our VISION statements. The next key elements for success include GOALS and MEASURES.

GOALS add even more clarity to our vision and mission statements and ACTION is required.    Think in terms of what, when, and how the actions will be executed, by whom, and in what time frame. (Dates must be identified, even if they are only target dates).

GOALS keep us moving forward. They help us focus and track progress towards what we’d like to achieve. No one knows why a written goal is more effective than one that’s known and understood but not committed to paper. Some psychologists theorize that writing triggers important processes in the subconscious, which in turn inspires action towards achieving those written goals. So, don’t keep your goals in your head, document and share them!

It’s okay to start small. Consider one to three goals you wish to accomplish this year. Make sure they are clear; if the goals require others to be involved ensure that the “supporting” cast knows their roles, and that time frames, tasks, and ownership are assigned. (ex. Who’s going to what by when with weekly check-ins).

Note: Understand that goals can be changed or dropped – the idea is to keep on target with your desired results. Sometimes goals must change when dependencies or personal or organizational strategies and priorities change. That happens. Communicate the “what and why”, and document and share the new goals.

Don’t neglect to include measures that track your progress. Have milestones been met? Why or why not? Celebrate your successes and assess any misses (what kept you off track? What’s needed to gain momentum and move forward?)

What would it take for you to get excited and motivated to realize your goals? Determine what you want to achieve, make a plan, commit to it, and go for it!

Sticking to good habits can be hard work, and mistakes are part of the process.   Don’t declare failure simply because you messed up or because you’re having trouble reaching your goals. Instead, use your mistakes as opportunities to grow stronger and become better.—Amy Morin

Having A Known Vision

VISION = A dream or aspiration that provides direction and guides us to a place far away. It may be unattainable, but we can focus our attention and make strides for ideally getting there.

Having written VISION, MISSION, GOALS, and MEASURES is old “news”, but they are essential elements for achieving the results we (and our organization) desire. Not everyone has a vision statement and struggle creating one, so we wanted to share a few:

ZAPPOS: Our purpose is to live and deliver WOW!

AMAZON: To be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.

FORD: People working together as a lean, global enterprise to make people’s lives better through automotive and mobility leadership.

MICROSOFT: Empower people through great software anytime, anyplace, and on any device, and to help people and businesses throughout the world realize their full potential.

DISNEY: To make people happy.

CVS: We will be the easiest pharmacy retailer for customers to use.

TARGET: Make Target your preferred shopping destination in all channels by delivering outstanding value, continuous innovation and exceptional guest experiences by consistently fulfilling our Expect More. Pay Less. Brand Promise.

And ours:
PEOPLETEK: Creating Worldwide, Individual, Team and Organizational Excellence.

As you can see, some visions are very simple and to the point, and others add a bit more detail. There is no right or wrong vision statement as long as it’s a dream or aspiration that provides direction.

Do you have and support a vision statement? Is it understood and shared across the organization?

Good leaders have vision and inspire others to help them turn vision into reality. Great leaders create more leaders, not followers. Great leaders have vision, share vision, and inspire others to create their own.– Roy T. Bennett, author The Light in the Heart

Feedback Increases Effectiveness

We all need people who will give us feedback. That’s how we improve.–Bill Gates

Can you believe it’s the 4th QTR of 2018? How are you doing?  How are you feeling? Have you accomplished all that you planned for, or will the next few months be action packed?

Hopefully your annual plan included soliciting feedback. Bill Gates’ quote above shares that we need feedback to improve.

As leaders, we may be more comfortable giving feedback than receiving it.  We view giving feedback as part of our job and have scheduled meetings (one on ones, performance appraisals) that lend themselves to discussing the positive behaviors and accomplishments, as well as the missed goals and opportunities.

We all have perceptions as to how our peers, subordinates, and business partners would evaluate us, but we rarely solicit feedback on a regular basis.   So what can we do?

You can start simple.  Ask 3 questions:

  • What do I do that makes a difference that you want me to continue doing?
  • What am I doing that you want me to stop?
  • What could I do better?

You may also want to consider using a formal 360’ feedback program – we use Wiley’s 363 For Leaders tool that evaluates 8 approaches for effective leadership (pioneering, energizing, affirming, inclusive, humble, deliberate, resolute and commanding). (Contact us if you want to learn more).

As leaders it’s pretty much a given that we provide regular and honoring feedback to our staff or team members, but there’s added value to the organization when we extend this to include peers and our boss.

How do you feel about both giving and receiving feedback? Do you find the process constructive and a learning experience?

Make sure any feedback you provide is timely, well intended, and delivered in an honoring way.  Also, when you receive feedback, you don’t necessarily have to take action – listen to what you’re being told, process it, and evaluate if acting on it would serve you well.

Remember, the whole idea of feedback is to grow and improve!

Author Alexander Lucia says:
Truly great leaders spend as much time collecting and acting upon feedback as they do providing it.

Activity Does NOT = Achievement

Never Mistake Activity for Achievement—John Wooden

There are mixed opinions about whether effort should be rewarded, or if it should be limited to results only.

We too have varying thoughts. There are goals and initiatives that need to be attained by individuals, teams, and entire organizations. (That’s how we survive and thrive). As a leader, how do you feel when you see colleagues/direct reports committed to doing everything they can to achieve results, but are unsuccessful? Do you acknowledge their contributions even when success is not achieved?

Below are excerpts from Craig Impelman’s perspectives published in SUCCESS magazine, based on John Wooden’s achievement model:

1. Proper Execution of the Plan
A daily practice plan should be prepared and followed. If you fail to follow the program on one thing, it may affect others. If you planned poorly, make the corrections for the following day . . .

2. Attention to Detail
The coach should be on the floor early to make certain that everything is ready for practice. I like to have a checklist for the managers to go by, but the coach must make sure. Anticipate from past experience and be prepared.

3. Maximize use of time.
Even though a particular drill may be emphasizing one specific fundamental, other fundamentals in use should not be overlooked.

4. Post-Practice Analysis
I like to sit down with my assistants immediately after practice and briefly analyze and discuss the practice of that day.

This was written for basketball, but it also applies to business:

  • Create a plan (or goals) and identify all steps required (and possible roadblocks
  • As leaders, we don’t need to execute the plan, but we need to clearly communicate the desired results and timeframes
  • Remain focused and understand and incorporate dependencies and under-lying needs/skills
  • Conduct a debrief after every initiative/deliverable. What worked well, what didn’t, and what could you do differently next time?

Not everything is a success, nor does everything go as planned despite all of our efforts and critical contributions. So, back to the original question “Do you acknowledge contributions even when success is not achieved?”

Let us know!

Success is the result of perfection, hard work, learning from failure, loyalty, and persistence. –Colin Powell

Visualize and Execute

You could be a great visionary, but if you don’t pair vision with action, it’s just your head in the clouds.—Kim Perell

Would you consider yourself a visionary? Many consider having a vision the key for achieving success, but more is required.

You need a plan, you need goals, and then you need to execute.

How often do you envision the end result? Is it clear in your mind? We frequently share the benefits of writing down what it is you wish to achieve, and will highlight that need yet again. Having them in writing helps narrow your focus, increases awareness, and helps identify action steps to keep you on track (and move the plan along).

Kim Perell, Entrepreneur and author provides the following Best Practices:

Visualize

Follow Your Heart

Just Start

Practice Resilience

Build Strong Relationships

Other tips include:

  • Write down not only your goals, but also specific daily tasks that support them
  • Be clear about what it is you want to achieve and visualize executing your action steps
  • Stay focused; anticipate issues and possible distractions
  • Communicate the value of the work effort  ex. Who will benefit and why

As leaders, it’s up to us to make our vision become reality.

We need to continuously communicate our vision, engage and inspire others to help us, and ensure we execute our plan.

Following these steps will greatly improve the likelihood of achieving success.

Vision is key to action: You have to see, literally and metaphorically, what you’re trying to achieve. –Kim Perell

Advancing Coaching

My best investment, as cliched as this sounds, is the money I’ve spent developing myself, via books, workshops and coaching. Leadership begins within, and to have a better career, start by building a better you.– Robin S. Sharma

When you hear the word “coaching”, what comes to mind? Perhaps sports coaching is the most familiar. What about life coaching, business coaching, executive coaching, e-coaching, and group coaching?

All have a purpose and all make a difference.

As leaders, we must commit to continual learning for ourselves (workshops, seminars, reading, mentors, etc), and if we’re lucky, we’ll have the opportunity to have our own coach.

We must also commit to providing meaningful feedback and coaching support for our staff. The simplest way is via consistent and timely feedback, but more may be needed.

Consider team/group coaching (where the focus is on inclusiveness, trust, collaboration, and leveraging strengths), and it may also include individually developing the skills of high performers and/or helping those that are less proficient realize their potential.

Sometimes our skills are sufficient, and sometimes we must recognize that the help of others is needed to support the attainment of business goals and career aspirations.

For those of you that participated in the Leadership Journey program (within the past 12 months), you have many tips and exercises available to you via QwikCoach.

Another option to get started is to use the GROW Model originally developed in the 1980s by business coaches Graham Alexander, Alan Fine, and Sir John Whitmore.  GROW standards for:

  • Goal
  • Reality (where you want to be)
  • Options or Obstacles (that must be overcome)
  • Will (What’s the skill-set and desire for growth)

This model is useful in coaching sessions since it provides both the coach and coachee the opportunity to share what they want to take action against, and make plans to overcome possible challenges. It is then used in follow-up coaching sessions to identify ongoing action steps, and to review progress.

What are you doing to advance coaching in your workplace? How are you helping others GROW?

Leaders empower individuals by building trust and coaching competence in their job roles and networking skills. –Kenneth H. Blanchard

Divisive or Inclusive?

The effect of leadership failure on any organization of people is the same: Polarization, instability, and if left unchecked, destruction.
–Steve Tobak

We continually provide tips and share stories about becoming a more effective leader, and we also discuss optimal behaviors and skill-sets that the strongest leaders possess.  Why?  Because if we don’t continually work at being our best, we may find that we have unintentionally created instability or uncertainty, and find that our team is floundering.

Effective leaders set the tone for their entire team/organization. They share their vision, mission, goals, and strategies, and they create and communicate a roadmap for reaching the desired point of destination.

They focus on inclusiveness. They communicate. They clarify how each colleague can contribute to achieving shared goals. They help everyone understand how and why they each have a role, helping minimize obstacles within the roadmap.

In Deloitte Insights, Juliet Bourke and Bernadette Dillon published The Six Signature Traits Of Inclusive Leadership:

SIX SIGNATURE TRAITS

  • COGNIZANCE – Bias is a leaders Achilles heel
  • CURIOSITY – Different ideas and experiences enable growth
  • CULTURAL INTELLIGENCE – Not everyone sees the world through the same cultural frame
  • COLLABORATION –  A diverse thinking team is greater than the sum of its parts
  • COMMITMENT – Staying the course is hard
  • COURAGE – Talking about imperfections involves personal risk taking

These concepts should sound very familiar.  We equate them to:

Awareness  – of self and others and the value provided
Continual learning – never get complacent or lose the desire to improve and listen to differing perspectives
Emotional Intelligence – understand the difference between IQ and EQ and leverage the strengths
Collaboration – working together to find a solution is a win-win
Accountability, persistence and commitment – don’t give up despite barriers or failures
Courage – We coined the term CourageAbility™ (and wrote a book!)

Is inclusive leadership part of your work culture?

QWIKTIPS – click to read why FEAR IS A BARRIER TO SUCCESS

Keep Them Happy!

The best way to retain employees is to stay in touch with what they’re thinking.
—Susan M. Heathfield

Even the best leader struggles with retaining top talent.  Quitting could be the result of life events (ex. career change, family needs), but most reasons are related to the organization itself.

In 2015 we shared the following 4 reasons why top performers quit:

1.   Reward System
2.   Management
3.   Hiring/Promotions
4.   Too Much Work

This year (2018), Human Resource expert Susan M. Heathfield has published what she views as the top ten reasons why employees quit:

1.    Relationship with the boss

2.    Bored and unchallenged with the work

3.    Relationships with co-workers

4.    Opportunities to use their skills and abilities

5.    Contribution of their work to the organization’s business goals

6.    Autonomy and independence on the job

7.    Meaningfulness of the employee’s job

8.    Knowledge about your organization’s financial stability

9.    Overall corporate culture

10.  Management’s recognition of employee job performance

Other studies report that a “bad boss” is the number #1 reason for quitting, but having a relationship with the boss is different. The employee wants feedback, direction, and recognition, with a desire for open lines of communication. Having trust in the relationship is also a plus!

Employees want a stable work environment and they want to feel their contributions are valued and meaningful for the success of their organization. They also want their contributions to be acknowledged.

They want a work environment where relationships exist between team members, and where team members collaborate and build on one another’s ideas.

What type of relationships do you have with your direct reports and peers? Do you know what makes them “tick’?  As a leader what more can you do to stay connected and retain top talent?

THIS WEEK’S QWIKTIP!

Click to obtain tips for STAYING IN TOUCH