Articles tagged "Personal Change"
I recently read an interview with Jim Loehr, the co-author of ‘The Power of Full Engagement’. Mr. Loehr’s expertise is in personal “energy management”. According to Mr. Loehr, only one in four people are ‘fully engaged’ at work, which means that only one in four people bring their best energy to work. Also, according to Mr. Loehr, the number one enemy of ‘full engagement’ is multitasking. As Mr. Loehr says, multitasking “just means that you are not fully engaged in anything and that you are partially disengaged in everything.”
We have a special guest on the blog today. Jesse Lyn Stoner, Seapoint Center, has written a terrific article that we'd like to share with you.
Be the Boss You'd Like to Have
By Jesse Lyn Stoner
The friendly gentleman sitting next to me on the airplane said:
“I like my boss because he is genuinely interested in me and what I’m doing. He doesn't just ask generally how things are going, he says, ‘how’s the [specific] project going?’ I know he’s paying attention and cares. When I first started working for him, he told me ‘you are going to make mistakes. It’s not avoidable. The only thing I ask is when you make a big mistake, let me know early on so I can run interference and so we can learn from it.’ I have a lot of latitude to do my job the way I see fit.”
Lucky for him, I thought. That’s a great boss.
In my travels, I have the good fortune to talk with people from around the world. When they hear I work in leadership development, it’s not unusual for them to tell me about their own boss.
The friendly gentleman continued, “My last boss was not so great. He was as unpredictable as the weather in New England. That was really hard.”
I had to laugh. What a great term to describe the fatal flaw that kept this boss from being effective: a New England Weather manager. (In New England we say, “If you don't like the weather, wait a minute.”)
Over the years I've heard people use a lot of funny terms to describe their boss’s fatal flaw. Here are some actual things I've heard people say:
“You have to be careful around Bob. He’s a microwave manager.” (When I asked what they meant, they explained that if you put the wrong thing in a microwave, it blows up.)
“Everything with Gayle is a rush. We call her ‘The White Rabbit.’ And because we get our assignments at the last minute, we’re late before we’ve begun.”
Tight Underwear Manager:
“Peter is so uptight. It sucks the fun out of every project. I think his underwear is too tight.”
Climbing the Ladder Manager:
“He was more concerned about how he looked than about what we were doing. All he really cared about was climbing the corporate ladder.”
My Way or the Highway Manager:
“Susan won’t let go of control. We don’t bother making suggestions. It’s ‘my way or the highway.’”
“Marvin’s an alta cocker. He tells us he’s too old to change and we’ve got to figure out how to adapt to him.” (If you don’t know what that term means, it’s Yiddish. Check it out.)
“He’s usually off flying around somewhere, but every once in a while, he swoops in unexpectedly, makes a lot of noise, dumps a load, and then flies off again.”
After I finished laughing at the gentleman’s description of his last boss, I asked him,
“What about you? What kind of leader are you?”
He paused a moment and said, “I hope I am the same kind of boss that I want to have as my own boss.”
Do you know how your people describe you?
Are you the kind of boss you’d like to have as your own boss? … or do your people have a special term to describe you?
How are you going to find out?
This article was reposted with permission: ©2011 Jesse Lyn Stoner All Rights Reserved If you want to re-post or republish, please contact Jesse Lyn Stoner.
Jesse Lyn Stoner, a partner at Seapoint Center www.seapointcenter.com, is a business consultant, coach and former executive. An expert in collaborative organization change, she has authored several books including Leading at a Higher Level and the international bestseller Full Steam Ahead: Unleash the Power of Vision, which has been translated into 21 languages. She can be found on Twitter @JesseLynStoner and she blogs regularly at www.jessestoner.com
Many years ago, while on a business trip, I met with a new manager in Guatemala. She had been in her position for one month, was excited about its possibilities, and she had a great deal of energy. After years of neglect and lackluster management, her department had many areas that needed attention. It was somewhat overwhelming, but she was determined to get things in shape.
When I arrived for our first meeting, she was talking on the phone, with two other lines on hold, and she was sitting in the midst of piles of files and papers. When she completed her three immediate phone calls, she unplugged her phone so we wouldn't be interrupted again. I invited her to outline her unending To Do list for me. I saw that many of the items she considered important were not important, at all. They simply needed to be addressed at some point in the future.
It became very clear to me that she was spinning out of control as she attempted to do everything immediately. And because of this energy-draining behavior, she was losing sight of what was truly important—leading her department toward its goals. I recognized the signs: she was about to either melt down or burn out. By expending so much of her time and energy doing things that were less significant (but quicker fixes), when she actually faced something truly critical, she was too tired and worn out to give it her full attention. In other words, some things were put off until she had more time and energy to deal with them.
It was time to point out to this new manager that if she expected to successfully hit her target goals, she needed to make a change—from the buckshot approach to the bullet approach.
The Buckshot Approach vs The Bullet Approach
When you shoot buckshot from a shotgun, the pellet explodes upon firing. It spreads buckshot everywhere with the anticipation one or more pellets will hit the target. The remaining pellets are wasted or hit unintended targets. A rifle, on the other hand, sends a single bullet at its target. A focused rifle shot sends its bullet (i.e., its energy) at one thing and one thing only. The new manager was throwing her energies all over the place just to get something, anything, done. She had been working on projects that were important to her, but they were really items that no one else would care about in the long run. Because of this buckshot approach, she was only making small improvements here and there; however, she was not addressing the serious problems that would have domino-like ramifications if not addressed properly.
We started by re-prioritizing her To Do list. We focused on addressing the most serious and the most far-reaching issues first. As we worked through this exercise and identified her critical path, we were able to eliminate many items from her original, unmanageable list. Some of those discarded items became non-issues; others were resolved indirectly once the overarching problems were addressed.
If you feel overwhelmed with everything you have to do, ask yourself if you are working on things that really need your attention now or are you working on things that are quick fixes. Are you doing busy work instead of focusing on the things that will move you closer to your goals?
Are you using the buckshot approach or the bullet approach to hit your target?
Copyright MMII - Liz Weber, CMC, CSP - Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890
Liz supports clients with strategic and succession planning, as well as leadership training and executive coaching.
We have a special guest on the blog today. Kate Nasser, The People-Skills Coach, has written a terrific article that we'd like to share with you.
By Kate Nasser
Starting a company? Looking for a job? Attempting to sell your house? Trying to change careers? Get noticed by being different but … to achieve success — be memorable.
Memorable is not just what makes you different. Memorable connects you with others in ways that matter to them.
Success in Two Words - Be Memorable.
Memorable affects others.
Memorable creates a story.
Memorable builds a trust.
Memorable sparks an insight.
Memorable fosters respect.
Memorable eliminates doubt.
Memorable comes back to you.
Memorable keeps you present.
Memorable changes their reality.
Memorable reflects value.
Memorable brings you into their future.
Do you have noticeably good planning skills? Add and use foresight to be memorable. Prevent a problem on a project or discover and open an opportunity for your customer, your boss or your organization. Outstanding skills get you noticed. Using them to help others makes you memorable.
Are you a remarkably fast learner? Your boss can hand you anything new and you can do it? That’s good. Learn before the skill is needed and you increase your value. Start today to be memorable tomorrow.
Do you have a special talent for teamwork? Worthwhile in today’s collaborative workplace. Excel at it during times of stress, low morale, or critical change and you will be memorable to every leader.
Are you a people person? Sales or customer service is your sweet spot? Certainly a plus. To be memorable, deliver wonderful service recovery with urgency. Offer customers compensation even for the smallest inconvenience. It builds phenomenal trust and reaps gratitude. You will be memorable!
Kick Start Your Success
The suggestions above are just a few examples. Try these questions to discover how you can be memorable:
- What three things do most people notice about you? Why? The answer will uncover ways for you to be memorable.
- What is one strength that people don’t notice in you? Start using it in ways that matter to others.
- What are two areas in your work or personal life where you see a need, a void, pain, fear, or doubt in others?. Fill the need/void or remove the pain, fear, or doubt. You will be memorable.
How have you been memorable in your work or personal life? Please share your story in the comments section below to inspire others.
To our continued mutual growth,
Kate Nasser, The People-Skills Coach
Reposted with permission: ©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish, please email firstname.lastname@example.org. Thank you for respecting intellectual capital.
Kate Nasser is smart, feisty, wise, down-to-earth, funny, and just wild and different enough to inspire growth in professional people-skills and improvements incommunication, customer service and teamwork. “I have a natural GPS aboutpeople and have used it for 20 years to spring them to greatness”.
As a speaker on professional people-skills (also known as soft skills), Kate captivates and provokes audiences with energy, humor, caring and realism. She inspires them to action. “Your teams will take my messages of service and teamwork and act on them. I combine facts, insight, humor, and logic to deliver keynotes on customer service and teamwork that produce real change in behavior.”
As a trainer, Kate is the best at inspiring and teaching professional people-skills(changeability, customer service and teamwork).
You can visit Kate at: https://katenasser.com.
We have all experienced it. The boss says one thing then does something else. Isn't that irritating? Yeah—you bet! So why do YOU do the same thing to YOUR employees?
In order to reap the rewards of any new initiative, leaders and managers better be willing to ‘Walk the Walk and Talk the Talk’ whenever we want the best from our employees. This is critical when we are trying to institute a change in our employees’ behavior. Because, at the end of the day, if we can’t exhibit the desired behavior, how can we ever expect it of our employees?
Something as basic as showing up for meetings on time is crucially important. However, how many of you use the excuse when you arrive late to a meeting, “I was trapped on an important phone call?” You're wasting everyone else’s time, but for some reason that’s OK because you're The Boss.
If you don't set a better example for how you expect your employees to act, they will act the way they observe is accepted and acceptable. And that may be acting like us at our less-than-best behavior: showing up late for meetings, making personal phone calls at work, gossiping about co-workers, or bad-mouthing a client. (Don't discount how caring more about making a buck than building a relationship with your customers, can create morale, productivity, and eventually, financial problems.)
So show ‘em how it’s done. It is Leadership 101.
Demonstrate to your employees that you care about wasting their time when you are late to a meeting. How? It’s a no brainer—don't be late. Show the employees how you expect each and every employee to treat customers and co-workers. How? Lead by example.
You gotta show ‘em. Because, if they don't learn appropriate on-the-job behavior from you, they may just learn inappropriate on-the-job behavior from someone else—like that person (you know who I mean) you would not want teaching anybody, anything, ever.
Copyright MMII - Liz Weber, CMC, CSP - Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890
Liz supports clients with strategic and succession planning, as well as leadership training and executive coaching. Want more information? Check her out on LinkedIn!