Leaders developing leaders.

Goals

New Year. New Chapter. New Goals.

The new year stands before us, like a chapter in a book, waiting to be written. We can help write that story by setting goals.
— Melody Beattie

New Year. New Chapter. New Goals.

Some of us have started writing our 2022 goals, others have completed them, and many are still thinking about what they would like to accomplish.

  • As we start the New Year it’s time for reflection. (Yes, we’re saying it again!).
  • What goals were we able to accomplish in 2021?
  • What goals need to be continued into 2022?
  • What barriers existed that prevented goal attainment or made them difficult to achieve?
  • How can we address those barriers? Who can help?
  • Are new skills required that are currently not available?
  • Is there buy-in to support the goals?

Are the right people in the right jobs?If you are having difficulty getting started think about what needs to be done at the granular level. Consider what actions are required, who can support them (and how), and set timeframes.  Some leaders also like to have stretch goals that are difficult to achieve but may inspire some to do more.

Once your goals are documented, cascade them to everyone that can (or is expected) to support attaining them.

It’s also important that each individual understands how they can help achieve the goal. Ex. How can their expertise be utilized? How can they assist “key” players? Expectations and roles need to be clear, and how progress will be measured must be shared.

Here’s a recap for goals.

  • They bring 100 percent clarity to your vision and mission
  • They require action
  • They must include: What, When, How, by Whom with Dates
  • Think in terms of SMART: Specific, Measurable, Actionable/Achievable, Realistic, Timebound

As a leader:

  • How do you make the Goals meaningful to your team and how do you obtain buy-in?
  • How often are Goals reviewed for progress and obstacles addressed that impede success?

    Let us know if we can help!

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

Mid Year Check In

A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.
–John Quincy Adams

Can you believe we’re half-way through the year? That means it’s time to take a pulse of where we are and what we’d like to see accomplished prior to year-end. This includes identifying any struggles or challenges we’re facing (what are we losing sleep over?), as well as taking the time to recognize and celebrate our organization’s successes.

As leaders we need to:

  1. conduct an in-depth review of our organization as a whole
  2. meet with our direct reports or colleagues to assess progress (or lack of)
  3. regularly conduct formal one on ones with each team member to review their goal accomplishments and obstacles
  4. update individual development plans; address what training is necessary for individual career advancement and what is required to create organizational bench strength.
  5. provide feedback about how each employee can better help the company achieve its goals, and ensure all behaviors are aligned with realizing positive momentum.

During your meetings ask for opinions and advice for growth and how to attain goals. Discuss ideas for cost savings and waste elimination.  Ask what they feel is working well, and why. Equally important, ask what is NOT working well, or what is impacting results and growth.

Don’t wait!  Now is the time to set realistic expectations for what you wish to accomplish in the second half of the year.  Wishing you success!

Believe you can and you’re halfway there.
— Theodore Roosevelt

Mistakes Are Learning Opportunities

Smart, successful people are by no means immune to making mistakes;
they simply have the tools in place to learn from their errors.– Travis Bradberry

Dr. Travis Bradberry believes “emotionally intelligent people embrace mistakes for what they are—great opportunities to learn”, and shares the following 10 mistakes smart people never make twice.

1.Believing in someone or something that’s too good to be true.

Some people are so charismatic and so confident that it can be tempting to follow anything they say. Don’t be naïve!

2.Doing the same thing over and over again and expecting a different result.

Albert Einstein said that insanity is doing the same thing and expecting a different result. If you want a different result, you must change your approach.

3.Failing to delay gratification.

Gratification doesn’t come quickly and hard work comes long before the reward.

4.Operating without a budget.

Budgets, both professionally and personally, establish discipline, and discipline is the foundation of quality work.

5.Losing sight of the big picture.

Assess your daily priorities against your goals; are they aligned?

6.Not doing your homework.

There’s no substitute for hard work and due diligence.

7.Trying to be someone you’re not.

Happiness and success demand authenticity.

8.Trying to please everyone.

It’s not possible to please everybody, and trying to please everyone pleases no one.

9.Playing the victim.

To play the victim, you have to give up your power, and you can’t put a price on that.

10.Trying to change someone.

The only way that people change is through the desire and wherewithal to change themselves.

Mistakes are to be learned from and can serve as a reminder of what not to do in the future. Ask yourself: What needs to change to prevent a re-occurrence?

When you repeat a mistake, it is not a mistake anymore: it is a decision.
–Author Paulo Coelho

2021 Needs Versus Desires

The will to win, the desire to succeed, the urge to reach your full potential…
these are the keys that will unlock the door to personal excellence.
–Confucius

We dealt with the challenges that 2020 provided us, now it’s time to assess if/how our needs and desires have changed from last year or if they have pretty much remained the same.

Things to consider:

From an individual perspective:

  • Where do you want to be more impactful? (personally and professionally)
  • What development area(s) would help most with your growth? (financially or intellectually)
  • Are there relationships that need to be developed or strengthened?
  • How are your communication skills? Do you over or under communicate?
  • Do you schedule time for you? (To use however you choose!)
  • How could your life be more meaningful?

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

  • Support shared goals?
  • Trust one another?
  • Engage in healthy conflict?
  • Hold one another accountable?
  • Collaborate on achieving collective results?
  • Support an agile mind-set?
  • Embrace differences? (values/culture/gender/behaviors/styles)

What are your “needs” for 2021?  What about your “desires”?  How are you differentiating them?  We suggest that you:

  1. Write them down
  2. Prioritize them (and add target completion dates)
  3. Consider any barrier that could get in the way
  4. Document any dependencies
  5. Track your progress regularly (at a minimum, monthly)

    May all your wants and desires be fulfilled!

The starting point of all achievement is desire.
–Napolean Hill

Down To The Last Month!

Drop the last year into the silent limbo of the past.
Let it go, for it was imperfect, and thank God that it can go.
—Brooks Atkinson

What a year. December is upon us and as we wrap up 2020, it’s not quite yet time to “let it go” as the above quote suggests. There’s one month left with time allowing us the possibility to achieve more goals, to ensure all accomplishments have been celebrated, and that 2021 planning has been initiated.

With reduced resources due to holiday and vacation time, what are your priorities?

Ask yourself:
1.What’s the number one goal/task I’d like to see completed before year end?

2.Have all major 2020 accomplishments been recognized and rewarded?

3.How are staffing/resource levels? Does anything need to be done prior to 1/1/2021?

4.Are there any major goal/vision/mission changes for 2021?

5.Do budgets include “people skill” development? Should they?

6.What was the #1 obstacle encountered in 2020 and can anything be done to remove barriers?

7.Do any new skills or behaviors need to be strengthened?

8.What about roles and responsibilities – could changes be beneficial?

9.Are relationships in place to discuss and address shared 2021 goals?

Ask your colleagues and direct reports to answer these same questions – ideally you’ll be on the same page to graciously “let go” of 2020 and be ready for 2021.

Life gives us a flair of awareness in the breeze of our daily journey and offers a free reign to explore what we are, to experience what we are not and to find out what we may become . . 
― Erik Pevernagie

Personality and Work Mode Preference

Extraverts are comfortable thinking as they speak. Introverts prefer slow-paced interactions that allow room for thought. Brainstorming does not work for them. Email does.
—Laurie Helgoe

It’s probably no surprise that our work mode preference is impacted by our personality. Some of us enjoy structured and group work environments while others prefer a quieter and perhaps even isolated environment.

The Myers-Briggs Company has a tool: Myers-Briggs Type Indicator (MBTI) that assesses preferences and breaks them into 16 categories. Are you familiar with MBTI and do you know your type?  What about the types for your colleagues/direct reports?

You may ask why this matters. Currently there’s the need for so many to work from home, with “essential workers” mandated to continue to go to work; both may have their “happy factor” impacted.

We won’t go into the 16 types, but based on some high-level feedback, there are pluses, and there are negatives. Sample feedback includes:

  • I am more productive
  • I miss being able to talk to people informally
  • I am less stressed
  • I enjoy the solitude
  • I am more engaged with my work
  • I feel lonely
  • I am better organized
  • I take more breaks from work
  • I am frustrated by slow communication from co-workers
  • I feel isolated
  • I am not aware of what is happening in my organization
  • I can be easily reached by co-workers
  • I can easily reach my co-workers
  • I have job security

Do you know your team members well enough to know which comment(s) they agree or disagree with? What about knowing who needs help with:

  • Staying organized
  • Respecting deadlines
  • Celebrating tasks, goals, or accomplishments
  • Pre and post deliverable check-ins
  • General communication

As a leader awareness is key, and we encourage you to understand and adapt to the differing styles and preferences of those you work with, and for.

Introverts like being introverts. We are drawn to ideas, we are passionate observers, and for us, solitude is rich and generative. — Laurie Helgoe

Getting Started

The secrets of success are getting started and being persistent.
–Debasish Mridha

In September 2019 we asked you to assess where you “were” and where you wanted “to be” before the end of the year.

We received very few comments so feel it’s necessary to ask again. As 2020 kicks off, from both a personal perspective, and for your organization, what actions do you have in place to get started?

Ask Yourself:

  • Does your Vision and Mission remain the same?
  • Are they documented and have they been communicated?
  • What goal changes need to be made to support 2020?
  • What role changes need to occur?
  • Are there any key positions that need to be filled?
  • Would mentorships or cross training help build bench-strength?
  • What are your top 3 priorities for the 1st QTR?
  • Does new technology require up-skilling?
  • Are there any new relationships that need to be assessed and enhanced?
  • Have all 2019 obstacles been identified and removed?

What are you doing to GET STARTED? Is your team engaged? Have you created a work culture that is aligned and fosters success?

You don’t have to be good to start … you just have to start to be good!
― Joe Sabah

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